March 2024, Issue No. 233

H.E.

Aleksandar

Contents

10 THE MIRAGE OF THE EUROPEAN OASIS SLOBODAN ZEČEVIĆ

12 WE CAN STILL CREATE MIRACLES BØRGE BRENDE President of the World Economic Forum

16 FINDING WAYS TO BOOST BILATERAL TIES

H.E. MARIA LEVANTI Ambassador of Greece to Serbia

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22 EU GROWTH PLAN UNWRAPPING THE CARROT FOCUS

44 MUCH BETTER INSTITUTIONS NEEDED ALEKSANDAR VLAHOVIĆ President of the Serbian Association of Economists

47 BUSINESS DIALOGUE

80 STEERING LINKEDIN THROUGH UNPRECEDENTED TIMES

RYAN ROSLANSKY CEO of LinkedIn ENTREPRENEUR

116 MILENA PAVLOVIĆBARILI A LUMINOUS LEGACY OF ETHEREAL ART

115 CONSTANT EDUCATION IS VITAL ALEKSANDAR ILIĆ

First Soloist of the National Theatre Ballet in Belgrade, choreographer, professor and one of the founders of the Belgrade Dance Institute PROFILE

122 I THINK BETTER OF TITO TODAY THAN I DID BACK THEN SLOBODAN ŠNAJDER writer and publicist

128 CHILL OUT

130 TECH

132 CULTURE

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EU accession has become an extremely technically complex process. A candidate country must meet strict criteria divided into six “clusters” containing 35 chapters. In Serbia’s case, Chapter 35 relates to the normalisation of relations with ethnic Albanian institutions in Kosovo. And this is insufficiently defined given that some EU member states view “normalisation” as recognising Kosovo independence.

We could be self-critical in defining the heart of the problem. At the end of the 20th century, the Serbian intellectual and political elite weren’t mature enough to prepare the nation for European integration processes. And misunderstanding of the fundamental need to join the EU still exists in Serbia. Having a democratic political system has been among the key conditions for membership since the European integration process began. Factors that cause a country to deviate in the integration process include the failure of democratic institutions to function, electoral engineering and government dominance over the media. The European Commission also regularly criticises Serbia for failing to align with the EU’s Common Foreign and Security Policy, noting that Serbia is among the few European countries that haven’t imposed economic sanctions on Russia, and the Serbian au-

The Mirage of the European Oasis

By Slobodan Zečević Ph.D.

Serbia officially began EU accession negotiations in January 2014.

Over the subsequent decade, 22 of the 35 accession negotiation chapters have been opened and only two have been closed. In contrast, Croatia opened and closed all negotiation chapters within six years. Serbia’s accession to the Union is thus proving to be a painstaking process, with an uncertain outcome

thorities respond by insisting that the country will harmonise with the CFSP at the moment of accession. Serbia has also been criticised over the lack of reform of the judiciary, which is seen as being overly dependent on the legislative and executive branches of government. This admonition was overcome with the constitutional reform conducted in the referendum of 16th January 2022.

In contrast, Serbia’s economic development has been positively evaluated by the Commission. This relates to the strengthening of the ability of Ser-

From a geostrategic perspective, and viewed objectively, Serbia’s national interests have clashed with the foreign policy interests of the Western Alliance

bia’s economy to handle competitive pressure on the European market, into which it is largely integrated. Serbia is also praised for its GDP growth, low inflation and high foreign investments. With the abolishing of customs duties and the harmonising of domestic economic legislation with the EU acquis, Serbia has almost completely opened its market up to EU products and companies. In return, and as compensation, it has received modest develop-

ment funds totalling just 200 million euros annually through pre-accession funds. This is almost 11 times less than the amount received by neighbouring EU member states, despite Serbia being in almost the same economic position.

From a geostrategic perspective, and viewed objectively, Serbia’s national interests have clashed with the foreign policy interests of the Western Alliance. Serbs are dissatisfied with the passive attitude towards respect for the human rights of Croatia’s Serbian minority and the problem of preserving the jurisdiction of Republika Srpska within Bosnia & Herzegovina, but also the disputed declarations of independence of Montenegro and Kosovo. The policy of the fragmentation or “Balkanisation” of the Serbian national space has contributed to instability and economic regression in the newly established states of the Western Balkans. Serbian citizens are increasingly convinced that the EU is placing unacceptable and deeply humiliating conditions on Serbia from the perspective of Serbian history, culture and civilisation.

The intertwining of all of these phenomena has contributed to the enduring “status quo” that doesn’t actually serve either side. Serbia is a European country and an integral part of European civilisation, while its economic and political role is crucial to the stability of the Balkans.

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We Can Still Create Miracles

In a world rife with polarisation, fragile economic prospects and looming threats like misinformation, climate crises and leadership uncertainties, there are a few noteworthy achievements that hint at our ability to avert ominous scenarios

Børge Brende President of the World Economic Forum

Remaining optimistic can be challenging in the face of grim global forecasts, such as those outlined in reports like the World Economic Forum’s Global Risks Report 2024. However, in this interview with World Economic Forum President Børge Brende we uncover both significant challenges and encouraging signals. This reveals that global leaders are still mustering the strength to negotiate international agreements that will empower us to confront the multitude of threats on the horizon.

In light of your recent report, in which a majority of respondents anticipate a negative outlook for the world over the coming two years, with expectations of further deterioration over the next decade, what factors contribute to your optimistic perspective amid this prevailing sentiment?

— The World Economic Forum’s Global Risks Report 2024 warns of a landscape in which progress on issues like the environment and global economy is threatened by growing polarisation. Two-thirds of the global experts surveyed by the Forum anticipate a multipolar or fragmented world taking shape over the coming decade.

Indeed, we are already seeing signs of growing division. Almost 3,000 trade restrictions were imposed last year—nearly three times the number imposed in 2019. The International Monetary Fund has warned of the consequences of fragmentation to the global economy—a cost of as much as 7%.

Despite this sobering picture, I am optimistic that countries can come together on critical issues because we have seen it happen over the past year.

Notably, for instance, leaders agreed at the G20 Summit in India on a joint declaration addressing commitments on climate financing, global debt, the reform of institutions like the World Bank and a new “green development pact”.

Leaders from over 190 countries also made a historic commitment at the UN Climate Conference (COP28) to transitioning away from fossil fuels.

These are all positive indicators.

In this pivotal global election year, the spotlight is on misinformation and disinformation as significant short-term risks. Yet, reflecting on the past five to six years, what are the discernible risks associated with the political decisions that have been made, and how might they shape our trajectory in this year of widespread elections worldwide?

— The number one concern over the coming two years, according to participants in the World Economic Forum’s Global Risks Perception Survey, is misinformation and disinformation.

The rise of misinformation and disinformation is all the more concerning because three billion people in approximately 40 countries are expected to head to the polls to vote this year.

New technologies, such as AI, can add to the challenge by creating and spreading false information. But these same digital tools can help leaders and civil society organisations identify and prevent corrupt and disruptive behaviour.

Here, the World Economic Forum’s Global Coalition for Digital Safety is serving as a public-private platform for multi stakeholder cooperation. The coalition is bringing together stakeholders to address harmful digital content and conduct, and last year, as a first step, it released a toolkit for identifying online threats.

In the eyes of many experts, the upcoming U.S. elections are perceived as harbouring significant risks for our global landscape. Traditionally, concerns have centred around the preservation of democracy, but

attention is now pivoting towards the potential repercussions of the elections in the United States. How did this shift come about and, from your perspective, what are the best and worst conceivable outcomes

I remain optimistic about global collaboration, following achievements like the G20 Summit’s joint declaration and COP28’s historic commitment to transition away from fossil fuels

of these elections in terms of the economy?

— What has been concerning, broadly, has been growing polarisation within countries around the world, including the United States. The only way to address complex challenges facing our economies and societies is for leaders to work together in forging solutions.

When it comes to the U.S. economy, leaders in the United States will need to cooperate on navigating a very promising, but also very fragile, outlook.

The economy has shown signs of strength in recent years, but there are some challenges ahead as monetary and fiscal policies are tightened. The labour market added 353,000 jobs in January—better than most people had expected. But the forecast is for 2.1% growth this year, down from 2.5% last year. And inflation remains stubbornly high at 3.1%.

This is an enormously complex situation for leaders to navigate. So far, the Federal Reserve has been effectively walking a fine line, raising the federal funds rate 11 times between March 2022 and July 2023, but managing to do so—so far—without triggering a recession.

The best hope of achieving a soft landing and delivering growth ahead is having leaders from both parties, and from the public and private sectors, work together.

Another significant challenge lies in envisaging a world without clear leadership, contrasting with the perceived advantages of a multipolar world. In the context of global economic prospects, how do you anticipate the varying political outcomes

BALANCE

In order to restore confidence in global cooperation, it is essential to guarantee that the outcomes result in fair and balanced benefits

ACHIEVEMENT

Expanding dialogue between the Global South and Global North is crucial, underscored by the significant achievement of the African Union’s admission to the G20 last year

FRAGMENTATION

A major concern for many is that geoeconomic fragmentation, marked by increasing trade restrictions, is impacting economic growth significantly

of the noted election processes might shape the landscape?

— One key conclusion from the Forum’s Annual Meeting in Davos this year was that leaders need to practice “coopetition”—namely cooperating with one another even if they are competing.

What this means in practical terms is that leaders will need to find ways to cooperate on issues like climate action, strengthening the global economy and effectively regulating frontier technologies even if they don’t see eye to eye on everything else.

Thankfully, we know this is possible.

Firstly, we have seen it in the private sector, where companies battle for market share on the one hand, but work together to address shared challenges like climate change on the other. For example, the WEF’s First Movers Coalition brings together over 90 stakeholders—including competitors like Coca-Cola and PepsiCo, and Boeing and Airbus—to build market demand for green technologies.

Secondly, we have seen it happen between governments. Last November at COP28 in Dubai, the U.S. and China released a statement reaffirming their “commitment to work jointly and together with other countries to address the climate crisis”. The two countries, despite growing competition, said that they would also stepup coordination on curbing methane emissions and work together to speed up the transition from fossil fuels to renewable energy sources.

One of the key messages of your current report highlights the notion that people are crafting their own narratives, with a range of possible outcomes, some of which are more

favourable. Reflecting on the past, which specific moments would you identify as exemplifying the transformative power of individuals overcoming significant challenges?

— Ahead of the G20 summit in New Delhi in November, there was a widespread assumption that geopolitical divides would prevent parties from coming together on issuing a joint declaration. Yet, thankfully, diplomatic efforts managed to bring countries together to reach consensus on a declaration.

The United Nations noted that the achievement was particularly important, given the declaration’s commitment to accelerating progress towards the Sustainable Development Goals (SDGs) at a time when urgent progress is needed.

On a contrasting note, the most recent World Economic Outlook offers a glimmer of more positive news. How closely do these findings align with some of the conclusions drawn in your own research?

— The latest World Economic Outlook from the International Monetary Fund projects 3.1% growth in 2024— 0.2 percentage points higher than previous projections in October 2023. At the same time, inflation is falling faster than expected in many economies—global headline inflation is expected to fall from 6.8% last year to 5.8% this year.

This is a very welcome, but fragile, picture.

One of the top concerns many people have is that geoeconomic fragmentation, including rising levels of trade restrictions, are weighing heavily on growth.

Indeed, the Forum’s January 2024 Chief Economists Outlook—a survey of 30 chief economists—shows con -

cern over the impact of fragmentation. Almost 70 per cent of chief economists expect the pace of geoeconomic fragmentation to accelerate this year. The majority of respondents expect it to stoke volatility in the global economy (87%) and in stock markets (80%).

A pivotal question that emerged at Davos was how to rebuild trust. To what degree is trust interconnected with GDP growth, and what would you identify as the primary crucial component, beyond economic considerations, for rebuilding trust?

— Today’s most urgent challenges—a warming planet, a weakening economy, deteriorating global security—are not bound by borders. They can only be solved through global cooperation. Rebuilding trust is a vital ingredient in strengthening that cooperation.

But trust has been in decline because many people do not see the benefit of global collaboration.

To take one example: the BioNTech/ Pfizer Covid-19 vaccine was a marvel of cooperation and trade—it is made up of 280 components from 19 different countries. Yet, within the first year of distribution of Covid-19 vaccines, competition over supply meant that high-income countries were able to achieve vaccination rates of 75 to 80%, whereas low-income countries vaccinated less than 10% of their populations.

In order to rebuild trust in global cooperation, we need to ensure that results deliver equitable gains.

This is why expanding dialogue between the Global South and Global North is vital. Having the African Union admitted last year as a member of the G20 was such an important achievement in this regard.

Finding Ways to Boost Bilateral Ties

Greece’s stance regarding the status of Kosovo remains unchanged, which was reiterated by our Prime Minister during his recent visit to Belgrade. Furthermore, we firmly believe that the EU-facilitated Dialogue between Belgrade and Pristina is the only path that can lead to the normalisation of relations between the two sides. That would also significantly help in terms of the stability of the region, which is the goal for all of us ~ Maria Levanti

H.E. Maria Levanti Ambassador of Greece to Serbia

By Ljubica Gojgić

The lasting friendship and excellent bilateral relations between Greece and Serbia are a common feature of every discussion about the two nations. The latest focus of those relations on strengthening economic cooperation, particularly in the domain of infrastructure, as discussed during the recent visit of the Prime Minister of Greece to Belgrade, provides hope of the realisation of the decades-long dream of the citizens of Serbia to quickly reach their favourite country in the neighbourhood via a new high-speed railway.

“Serbia and Greece are also discussing a joint project for the completion of the high-speed railway that will extend from Budapest to Athens, which includes the Greek part from Thessaloniki to the border with North Macedonia. This project will not only emphasise European Rail Corridor 10 as one of the most important rail corridors, but will also facilitate the transport of goods and passengers and quickly connect Serbia with the Greek ports of Piraeus and Thessaloniki”, says ambassador Maria Levanti in this CorD Magazine interview.

Your Excellency, what are the key messages of the visit of Prime Minister Kyriakos Mitsotakis to Serbia?

— First of all, I would like to note that the visit of our prime minister unfolded, as always, in a particularly friendly atmosphere and that we are very satisfied about that.

During his visit, Prime Minister Mitsotakis stressed our country’s strong support to Serbia’s EU accession path, underlining that Greece has been the most solid ally of Serbia in this process through the years and that it continues to be. Since 2003 and the Thessaloniki Declaration, the accession of the Western Balkan countries to the European Union has been our strategic goal. Furthermore, Prime Minister Mitsotakis conveyed the readiness of the Greek side to help in preparing for the EXPO 2027, as well as for future infrastructure projects. Greece is more

A number of our largest companies are ready to get involved in EXPO 2027 and other big infrastructure projects, in collaboration with local companies, and to share with them their knowhow, specialised personnel and experience in projects of this size

COOPERATION

Greece is more than willing to further boost bilateral economic ties and is particularly interested in cooperation in the fields of transport and energy

ENERGY

Greece could not only supply Serbia with natural gas, but could also help the country in its transition away from fossil fuels to clean energy

EU

Since 2003 and the Thessaloniki Declaration, the accession of the Western Balkan countries to the European Union has been our strategic goal

than willing to further boost bilateral economic ties and is particularly interested in cooperation in the fields of transport and energy, among others.

It has been reported in the local media that part of the visit would focus on the interest of Greek companies in participating in the specialised Expo 2027 exhibition to be held in Belgrade. In which direction does their interest lean?

— A number of our largest companies are ready to get involved in EXPO 2027 and other big infrastructure projects, in collaboration with local companies,

and to share with them their knowhow, specialised personnel and experience in projects of this size, which involve – in addition to the Exhibition Complex – the construction of basic infrastructure (water supply, waste management, energy, heating/cooling) and transportation (road and rail) in the area of the Expo. Other areas of interest include the construction and management of hotels, real estate, renewable energy sources, tourism and food processing.

Since your late 2022 arrival in Serbia, almost every interview you’ve

Serbia has already reserved

300 million cubic metres of natural gas annually from the LNG terminal at Alexandroupolis

had with journalists has included a question over whether Greece will maintain its stance on Kosovo, as one of the five EU member states that have not recognised its independence.

— As you know, the stance of Greece regarding the status of Kosovo remains unchanged, which is something that was reiterated by our Prime Minister during his recent visit to Belgrade. Furthermore, we firmly believe that the EU-facilitated Dialogue between Belgrade and Pristina is the only path that can lead to the normalisation of relations between the two sides. That

would also significantly help safeguard stability in the region, which is the goal for all of us.

One of the focuses of your mandate in Serbia is the economy. You’ve stated that it’s time to renew the strengthening of economic cooperation based on the Joint Declaration for the Establishment of a Strategic Partnership between Greece and Serbia, signed in December 2019. This agreement highlights the potential in the fields of the economy, energy, technology and connectivity. Are you already taking steps in that direction?

— The Joint Declaration for the Establishment of a Strategic Partnership between Greece and Serbia was signed in 2019 in the context of the 3rd High Level Cooperation Council (SCC), which was itself established in 2017. Three meetings have since been held: in Thessaloniki (13.07.2017), Belgrade (21.12.2018) and Athens (11.12.2019).

Since 2019, the Covid-19 crisis and the Ukraine war, and their impact on the global economy and energy market, have slowed down the process, but now is a good time to again join forces to enhance cooperation between our two countries.

During his recent visit, Prime Minister Mitsotakis came to Belgrade accompanied by four ministers – Infrastructure and Transport Minister Christos Staikouras, Environment and Energy Minister Theodoros Skylakakis Development Minister Kostas Skrekas and Deputy Foreign Minister Kostas Fragogiannis, Responsible for Economic Diplomacy – as well as a large number of representatives of the Greek business community, in order for Serbia and Greece to improve their economic cooperation in specific sectors and projects, especially in the fields of infrastructure, energy and transport – as subjects that were discussed thoroughly during this visit.

As it was announced, the convening of the 4th High Level Cooperation Council is of particular importance

when it comes to promoting strategic cooperation between the two countries.

Greece and Serbia recently became connected via a gas interconnector that enables the flow of gas supplied from Azerbaijan and other sources. To what extent does this new link influence economic relations between our two countries?

— Greece is turning into an energy hub, especially with regard to the distribution of natural gas, not only to cover our country’s needs, but also to provide a secure diversified supply route of natural gas for the Balkans and Central Europe. So, in that respect, our bilateral cooperation in this field is becoming very important.

Serbia and Greece are discussing a joint project for the completion of the high-speed railway that will extend from Budapest to Athens, which includes the Greek part from Thessaloniki to the border with North Macedonia

Following completion of the Natural Gas Interconnector (IBS) with Bulgaria, Serbia gained access to natural gas supplies through the Caspian region and Azerbaijan, as well as the LNG terminal at the Greek port of Alexandroupolis, which means that Greece is turning into an important partner of Serbia in the supply of natural gas. Serbia has already reserved 300 million cubic metres of natural gas annually from the LNG terminal at Alexandroupolis.

Plans are also underway between Greek operator DESFA and North Macedonia’s NER JSC Skopje to build a new natural gas pipeline, with an annual capacity of 1.5 bcm and an option to increase that capacity to 3 bcm. This investment could further enhance Serbia’s ability to acquire gas from different sources, once a

Serbia-North Macedonia Interconnector is established. I would like to note at this point that, apart from the Revithoussa Island and Alexandroupolis LNG terminals, three more LNG terminals are planned for construction in Greece.

Greece could not only supply Serbia with natural gas, but could also help the country in its transition away from fossil fuels to clean energy. Greek companies have vast experience and knowhow in the fields of energy transition and renewable energy. Greece is ready to support Serbia’s energy diversification.

Energy Diversification is a major pillar in achieving regional prosperity and security. Following completion of the aforementioned projects, our countries will be able to diversify their sources of natural gas significantly.

Will the dream of citizens of both countries to travel from Belgrade to Thessaloniki by high-speed rail be realised and, if so, when? Why is there a delay in implementing this project that has been discussed for over a decade?

— I would like to stress the fact that, before the outbreak of the Covid-19 pandemic, we had passenger and cargo rail traffic between Greece and North Macedonia, and hence onwards to Serbia. To date, only the cargo rail connection has remained operational.

The new high-speed electrified passenger train from Athens to Thessaloniki was launched in 2022, following the reconstruction of the old route. Serbia and Greece are also discussing a joint project for the completion of the high-speed railway that will extend from Budapest to Athens, which includes the Greek part from Thessaloniki to the border with North Macedonia. This project will not only highlight European Rail Corridor 10 as one of the most important rail corridors, but will also facilitate the transport of goods and passengers, and the swift connecting of Serbia with the Greek ports of Piraeus and Thessaloniki.

Global Diarry

Alexander Stubb, Former Prime Minister, Wins Finnish Presidency

Former Prime Minister of Finland and conservative member of the National Coalition Party, Alexander Stubb, emerged victorious in the second round of presidential elections in Finland, defeating liberal Green Party member Pekka Haavisto. Stubb secured 51.6% of the votes, while Haavisto garnered 48.4%, according to data from the Ministry of Justice. The voter turnout in the second round was approximately 70%. The new head of the Finnish state will be responsible for its security and foreign policy, including the stance towards Russia, with which Finland shares a long border, following its recent approval as a NATO member. “I am calm and humble, but of course, I am extremely happy and grateful that so many Finns voted and that I have become the President of the Republic of Finland,” said Stubb.

“Almost everyone has at least one person on their phone who will never pick up the phone again”

Volodymyr Zelensky Ukrainian President

Aliyev Secures Fifth Term with Convincing Victory in Azerbaijani Presidential Elections

Current President Ilham Aliyev has garnered a significant lead in the Azerbaijani presidential elections, securing 92.1 percent of the votes, according to preliminary results released by the country’s electoral commission. Analysts note that Aliyev capitalized on the voters’ sentiment following the swift and decisive victory over Armenian separatists in the Nagorno-Karabakh region, ensuring his fifth consecutive term. Aliyev’s overwhelming win underscores his continued political dominance in Azerbaijan, as he embarks on another term at the helm of the nation.

Malaysia Welcomes Sultan Ibrahim as Its New Monarch

In a grand ceremony held at the national palace in Kuala Lumpur, Sultan Ibrahim of Johor, hailing from the southern state, ascended to the throne as Malaysia’s new king, pledging his oath to the nation. Malaysia’s unique rotational monarchy system sees the heads of the nine royal households taking turns to occupy the throne every five years, a tradition that ensures a harmonious balance of power and respect among the states. At the age of 65, Sultan Ibrahim succeeds Al-Sultan Abdullah of Pahang, who returns to govern his home state after completing his fiveyear term as the nation’s monarch. The newly crowned king, renowned for his impressive collection of luxury vehicles and motorcycles, boasts an estimated fortune of $5.7 billion.

“Two years of Ukrainian heroism. Two years of Russian barbarism. Two years of disgrace of those who remain indifferent”

Donald Tusk Prime Minister of Poland

Ursula von der Leyen Announces Stay at the Helm of the EU Commission

Ursula von der Leyen has announced her intention to remain at the helm of the European Commission for another five years, with her parliamentary group, the European People’s Party (EPP), leading in polls ahead of the European Parliament elections, giving her strong chances of re-election. The new term for the President of the EC has also been endorsed by both German Christian democratic parties, CDU and CSU. “I am making a very conscious and well-considered decision. I would like to run for a second term, and I am very grateful to CDU for nominating me as the lead candidate for the EPP,” von der Leyen said at a press conference in Berlin.

PM of Northern Ireland Announces Referendum on Unification with Republic of Ireland

The new Prime Minister of Northern Ireland, Michelle O’Neill, advocates for a referendum on unification with the Republic of Ireland within the next decade. She made this statement in her first interview as prime minister, emphasizing that even her selection for the position demonstrates changes in Northern Ireland. Michelle O’Neill assumed the role of prime minister after two years of political deadlock in Northern Ireland, becoming the leader of the government from the ranks of Sinn Féin, the former political wing of the Irish Republican Army (IRA). O’Neill’s announcement signals a potential shift in the political landscape of Northern Ireland, as discussions about reunification with the Republic of Ireland gain traction.

Russian Cosmonaut Sets World Record For Total Time Spent In Space

Russian cosmonaut Oleg Kononenko has set a world record for the total time spent in space, surpassing his compatriot Gennady Padalka, who spent more than 878 days in orbit, announced the Russian space agency Roscosmos. It is expected that Kononenko will reach a total of 1,000 days in space on June 5, and by the end of September, he will have spent 1,110 days. According to him, astronauts can now use video calls and messaging to stay in touch with their relatives, but preparing for each new space flight has become more challenging due to technological advancements. Kononenko dreamed of going into space as a child and enrolled in an engineering institute before undergoing cosmonaut training. He had his first spaceflight in 2008.

Unwrapping the Carrot

The EU’s Economic and Investment Plan for the Western Balkans possesses significant transformative potential and is capable of reshaping the region’s economic landscape and fostering closer integration with the European Union. Nevertheless, inherent intricacies may influence its future outcomes

The Economic and In vestment Plan adopted by the European Commission outlines ambitious goals for the Western Balkans, emphasising economic alignment with the EU single market, climate objectives and sustainable growth. The EU’s com mitment includes a substantial financial package of up to €9 billion, with the potential to mobilise an additional €20 billion through the Western Balkan Guarantee Facility. The Growth Plan focuses on enhancing economic integration with the

EU, boosting regional economic cooperation, expediting fundamental reforms and

Our interlocutors for this edition’s Focus recognise the transformative potential of the EU’s Economic and Investment Plan for the Western Balkans and its ability to reshape the economic landscape of the region and propel it towards closer integration with the European Union, dissecting the intricacies of this transformative initiative and its implications for the future of the region.

Plamena Halacheva Deputy Head of the Delegation of the European Union to Serbia

Easier Access to the Western Balkans’ Single Market

The EU aims to involve Western Balkans partners with its Member States on equal terms, fostering a reform partnership that’s oriented towards the future and beneficial to all citizens

Let me start with the good news: on 1st February, the European Council agreed to the European Commission’s proposal of a Growth Plan for the Western Balkans. Its financial instrument - the Reform and Growth Facility - will better link the delivery of essential reforms to the disbursement of EU funds. This requires that every Western Balkan partner prepare – in close consultation with the European Commission – a Reform Agenda on the basis of existing European Union recommendations, including from the annual Enlargement Package and the national Economic Reform Programmes. This entails accelerating fundamental reforms, including on the fundamentals cluster of the accession process.

The six billion euros from the Growth Plan instrument for the 2024-2027 period, together with the existing funding through the EU Instrument for Pre-Accession (IPA) III, will bring aid intensity close to what’s received by the EU Member States benefitting from EU cohesion funds. The potential of this Growth Plan is thus exceptional, as it could double the economy of the Western Balkans over the next 10 years. With its combination of reforms and investments, it will allow the Western Balkan countries to soon benefit from key areas of our single market, including the free movement of goods, services and workers, the single euro payments area, transport, energy and the digital single market.

When it comes to the alignment of objectives, I believe that between a candidate country with a declared strategic goal of EU membership, on the one hand, and a Union that wants to accelerate the accession process, including the economic integration of the Western Balkans, there should be a natural convergence of objectives. It is important in this context that all projects support Serbia’s efforts to join the EU and respect EU policies and rules, such as those in the fields of public procurement, competition, la-

bour law, environment, energy or transport. The aim of the Growth Plan is to offer the Western Balkans some of the advantages of membership in advance. This means that certain requirements of membership must also be met in advance, in particular the need to enforce EU legislation in relevant areas. Access to the Single Market has been the main driver of economic growth for all countries that joined the EU in the last two decades. Establishing a common regional market is an important stepping stone in this process.

Lastly, if the question is whether some countries could benefit more than others from this package, the answer is a resounding yes. Given that everything depends on meeting the identified indicators and targets, the countries that deliver will make the most of this additional EU funding. Unlike IPA, the Reform and Growth Facility is performance

Success in receiving additional EU funding is entirely dependent on meeting the identified indicators and targets, so the Western Balkan countries that meet these criteria will benefit the most

based. The same approach was implemented successfully with our own Member States in the scope of the post Covid-19 “Reform and Recovery Facility”. The EU is looking to engage with our Western Balkan partners in the same terms as our Member States, in a future-oriented reform partnership that’s beneficial to our citizens. That’s why we are fully committed to assisting the Serbian authorities in delivering an ambitious Reform Agenda and supporting its implementation, in line with the country’s stated ambition of joining the European Union.

Milojko Arsić professor at the University of Belgrade Faculty of Economics

Capacities Exist, but so do Unknowns

Despite Serbia’s administrative capacities being smaller compared to the countries of Western and Central Europe, it is ahead of the other Western Balkan countries in this respect and could attract more funds than others

Within the framework of the EU’s growth plan for the countries of the Western Balkans over a four-year period, there has been a clear defining of the objectives that they want to achieve through the use of the noted funds. The first objective is to remove obstacles and reduce the costs of the movement of goods, people and capital between the countries of the Western Balkans and the EU. The second objective is to remove the aforementioned obstacles and costs, or at least reduce them significantly, when it comes to economic cooperation between the countries of the Western Balkans. The third objective is to conduct reforms within the countries of the Western Balkans that would serve to establish an economic and administrative system similar to that of the countries of the EU. Funds made available within the scope of this plan are neither intended to finance major infrastructure projects nor to finance projects like EXPO 27. These funds total six billion euros, which means that Serbia, in accordance with its population, can count on receiving approximately 2.5 billion euros over the next four years, or slightly more than 600 million euros annually. These funds are thus not sufficient to finance large infrastructure projects. Other EU institutions exist for financing infrastructure projects, such as the European Investment Bank, but also other banks in which the EU plays a key role, such as the EBRD or the Council of Europe Development Bank. Since the year 2000, these banks have approved significant loans under favourable conditions for the imple-

mentation of large projects in Serbia, and this will likely continue in the future, despite Serbia’s resistance when it comes to complying with the procedures required by these banks.

Access to funds for achieving the first and third objectives will depend on the individual capacities of each country. Countries that have a higher administrative capacity have a chance to withdraw more funds. Despite Serbia’s administrative capacities being smaller compared to the countries of Western and Central Europe, it is ahead of the other Western Balkan countries in this respect. Of course, the ability to withdraw funds will also depend on each individual

It is unrealistic to expect that a country that has poor relations with the EU will have intensive cooperation within the framework of this plan

country’s political relations with the EU, and here it is unrealistic to expect that a country that has poor relations with the EU will have intensive cooperation within the framework of this plan. The countries that are closer to achieving EU accession are likely to be more successful in withdrawing funds. When it comes to utilising funds to improve cooperation between the countries of the region, withdrawing funds will depend on the joint readiness of all countries included in the plan.

Milorad Filipović professor at the University of Belgrade Faculty of Economics

The Plan is Good, but not Generous

The Western Balkan countries’ public investment needs are incomparably higher than the amount earmarked for the plan, which means that it will continue to be extremely important for these countries to have access to the international capital market

The countries of the Western Balkans are back in the “focus” of EU policy following several years in which all attention was focused on the conflict in Ukraine. Following a certain degree of mutual fatigue in cooperation between the EU and the Western Balkan countries, due primarily to contrasting interpretations of that cooperation, it is as if Europe’s developed countries realised that the Western Balkan region – and Serbia in particular, as the largest economy in that region – also has other alternatives besides the EU when it comes to economic, financial and political cooperation. China’s rising economic influence and Russia’s political influence in Serbia send a signal to the EU that it must lead a more active policy in the region if it wants to integrate it into EU structures. This was stressed openly by Hungarian Prime Minister Orbán in a recent interview with the Austrian media, with him adding that the number one priority of Hungary’s EU presidency, from 1st July 2024, will be Serbia’s swift integration in order to prevent the country from slipping towards China or Russia. As such, the €6 billion European growth plan should represent the main motivational “carrot” for Western Balkan countries.

Although the European growth plan seems impressive at first glance, it is but a drop in the ocean when compared to the grants awarded to Croatia, Romania and Bulgaria in their accession processes. This is particularly accurate when considering that the plan in question applies to five (or 6, according to the EU) Western Balkan countries. On the other hand, the public investment needs of the Western Balkan countries are incomparably higher than the amount earmarked for the plan, which means that it will continue to be extremely important for these countries to have access to the international capital market. The priority in the Western Balkans’ development should be given

to connecting these countries in terms of infrastructure (roads, energy connections, transport and information infrastructure), as well as increasing mutual exchanges of goods and services. An emphasis should be placed on applying the highest standards in the construction of infrastructure, as well as advanced technologies that would raise the level of competitiveness of the region’s countries.

As for Serbia and the nationalised plan to develop through EXPO 27, it is striking that there has been no presenting of the study that was prepared (by consulting company Horváth) with the aim of acquiring this project. As with any investment study, it should have considered the cost-effectiveness of the project, the kind of financial construction en-

An emphasis should be placed on applying the highest standards in the construction of infrastructure, as well as advanced technologies that would raise the level of competitiveness of the Western Balkan countries

visaged, the expected effects until 2027 and beyond etc., all the way up to the financial and socioeconomic analysis of the return on the investment. Unfortunately, political events unfolding in 2024 threaten to cast serious doubt over the possibility of utilising funds from the European plan due to the setting of political conditions. And this would cause the complete disruption of Serbia’s plans and the possibility of achieving high growth rates (the World Bank predicts growth of 4.5% for Serbia in 2025).

Bojana Selaković Coordinator of Serbia’s National Convention on the European Union

Responsibility is in Our Court

Considering that the European agenda now prioritises the Western Balkans as a key factor of Europe’s security, enlargement is becoming inevitable, but Brussels will be stricter and more consistent in setting the conditions for advancement on the accession path

The growth plan is the most ambitious integrative framework for the Western Balkans to date, which – provided it achieves the planned goals – can be equated with the effects of the former Marshall Plan. That’s because, in addition to financial support, it also implies political support for the internal reform processes that are crucial to the advancement of all countries in the region. Given that access to financial arrangements will be conditioned by the evident implementation of reform agendas, it is clear that the European Union is thus demonstrating the seriousness of its approach to enlargement policy after almost a decade in which a vision was lacking in this regard.

In order to take the best possible advantage of this significant financial opportunity, Serbia should also –in addition to fully committing itself to the implementation of reforms in key areas – provide mechanisms for the broad participation of various stakeholders in the processes of planning and creating development projects in order to ensure the mapping of development potentials in the most effective way, while at the same time addressing the needs of different communities and regions. It would thus finally begin mitigating the consequences of the multiple decades of centrist policies and practices that led to the demographic draining of large parts of the country, but would also ensure transparency in the processes of planning and implementing large projects that have hitherto been created and monitored by a narrow circle of institutional actors. This is the ideal opportunity for Serbia to now adopt its Development Plan, as a strategic umbrella document for development that should provide for the more even development of the different parts of Serbia, but would also more clearly define the vision that Serbia will strive towards over the next dec-

ade. The previous government recognised the adoption of this important document as a priority and also took concrete steps towards it through the adopting of the methodology for the plan’s development and the appointing of the Ministry of European Integration as the point of coordination of this process within the scope of the Government.

Over the course of almost an entire decade, Serbia took advantage of the privileges of its status that were made possible by the previous stabilocratic strategy of Europe towards the Western Balkans, strengthening ties with non-European actors that suited economic needs to a certain extent, though at the same time distancing the country from the fundamental reform processes that represent the essence of European integration.

This is the ideal opportunity for Serbia to now adopt its Development Plan, as a strategic umbrella document for development that should provide for the more even development of the different parts of Serbia

Considering that the European agenda now prioritises the Western Balkans as a key factor of Europe’s security, enlargement is becoming inevitable, but Brussels will be stricter and more consistent in setting the conditions for advancement on the accession path. It remains to be seen how much time Serbia and the other countries of the Western Balkans will have to decide and accept the benefits of the current geopolitical situation, but what is certain is that – from now until that moment – the responsibility for the result is squarely in our court..

New Start for an Old Friendship

New Investment Opportunities

The fact that Greek Prime Minister Kyriakos Mitsotakis and Serbian President Aleksandar Vučić were present at the Greek-Serbian Business Forum marks a major shift in economic relations

Serbia has succeeded in preserving economic stability and investor confidence, as testified to by GDP growth over the past three years, as well as the growth of private sector employment and earnings. According to the estimates of analysts, the current year could prove favourable for the Serbian economy, considering predicted GDP growth of 3.5%, but also an anticipated drop in inflation and interest rates.

“The greatest challenge awaiting us certainly relates to energy products and fluctuations in their prices, which are difficult to predict. For our member companies, which predominantly hail from the construction sector, the hotel industry, the cement and sugar industries, the petroleum trade sector, recycling, the production of building materials and aluminium profiles, but also the service sector, the previous year proved successful, given that these sectors recorded growth in sales and services,” says Nikolaos Sliousaregko, president of the HBA Management Board. “Good prospects exist when it comes to the operations of Greek companies continuing to be successful in 2024,” says our interlocutor.

Considering that we are awaiting the formation of a new government, what would be your primary message for the cabinet?

— The Government of Serbia has been working actively for many years on the implementation of structural reforms, investing in the upgrading of infrastructure, promoting IT sector growth and implementing the Green Agenda, but also numerous other segments of the economy. Apart from this, and very importantly for our members, is continuous work on improving the business climate. I believe that the new government will continue to work in this direction and that it will contribute to the further development of the business environment and enable the overcoming of the challenges confronting us, which relate

to finding an adequate workforce, the long-term harmonisation with EU regulations and complicated procedures for obtaining various business permits, such as procedures related to import and export operations.

What impressions did you take away from the recent Serbian-Greek Business Forum that was attended by Greek Prime Minister Kyriakos Mitsotakis and Serbian President Aleksandar Vučić?

— Relations between our two countries – from bilateral and economic relations, to cultural and historical ones – have always shown themselves to be at an extremely high level, testifying to which are the regular visits of Greek officials to Serbia and Serbian officials to Greece.

The attendance of Greek Prime Minister Mitsotakis and Serbian President Vučić at the recently held Serbian-Greek Business Forum testifies to the commitment and aspirations of the two countries to improve economic cooperation in multiple fields. One fact that’s of great importance is that the discussions noted specific sectors for the further improvement of cooperation, among them energy, oil pipelines, gas pipelines, gas purchases, renewable energy sources and transport infrastructure, but also President Vučić’s call for Greek banks to once again show an interest in the Serbian market. The Forum also confirmed a determination to cooperate in all fields, given that Prime Minister Mitsotakis arrived in Serbia accompanied by four ministers and a large business delegation that comprised representatives of 76 Greek companies, mainly from the energy, construction, manufacturing, real estate and banking sectors. The Forum served to confirm the existing strong economic ties between Serbia and Greece, while at the same time presenting new investment opportunities for Greek businesses in Serbia and major strides in advancing economic relations. We are particularly encouraged by the objective President Vučić set to increase the trade exchange between Serbia and Greece – which totalled 750 million euros last year – to more than two billion euros in the next three years. These intentions were also confirmed by Prime Minister Mitsotakis, who pointed out that Greek companies will be a major part of the success that will be achieved by the Serbian economy in the coming period.

How is the Hellenic Business Association preparing to leverage the opportunities presented by the six-billion-dollar investment plan in the Western Balkans?

— The EU growth plan provides a great opportunity for the Western Balkans, given that European institutions have the goal of using programmes within the plan to double the economies of the countries of the region in the next ten years. With the free movement of people, capital and services, as well as the Western Balkans common market, access to the European market will be enabled even before the countries become full EU member states. There are numerous possibilities for further business development within the four pillars of the Growth Plan, provided of course that the implementation of the reforms allows it. Programmes linked to the decarbonisation of the energy sector and the implementation of the green agenda, as well as the further development of road transport, are areas in which

SUPPORT

The Hellenic Business Association of Serbia will provide support to all Greek companies expressing an interest in participating in the implementation of the European growth plan for the Western Balkans

EXPERTISE

Greek companies have expertise in the decarbonisation of the energy sector and the development of road transport and could contribute to the implementation of the plan for the Western Balkans in these areas

PROGRESS

Alongside a more favourable economic situation and the Serbian Government’s efforts to improve the business climate, the prospects of Greek companies continuing to operate successfully in 2024 are good

Greek companies could contribute to the plan’s implementation. Our member companies have been active for many years in the construction and waste management sectors, while room to further improve cooperation in the energy sector exists with the scope of the Growth Plan. Specifically, Greece has made a largescale shift towards renewable energy sources that are mostly based on solar and wind energy, and Greek companies’ expertise in this sector could play a vital role in the implementation of the Green Agenda for the Western Balkans and the circular economy. In this sense, the Hellenic Business Association of Serbia will provide support to all Greek companies expressing an interest in participating in the Plan’s implementation.

To what extent is the hospitality industry benefiting from the positive developments associated with EXPO 2027 Belgrade?

— During the recent Serbian-Greek Forum and official addresses given by top officials of Serbia and Greece, we had an opportunity to hear about Serbia’s key development projects in

The EXPO will contribute to the development of tourism and the urbanisation of Belgrade, and the hotel sector will record high growth from this internationally acknowledged exhibition

the coming period, and EXPO 2027 certainly stands out among them. At the diplomatic level, Serbia will have an opportunity to demonstrate that it is capable of hosting foreign delegations and that it is open to the world. At the same time, the EXPO will contribute to the development of tourism and the urbanisation of the capital, considering the envisaged construction of completely new parts of the city. The hotel sector will certainly record high growth from this internationally acknowledged exhibition, particularly if we take into consideration the fact that 2.1 million tourists visited Serbia over the course of 2023 and that, according to President Vučić, 2.6 million more tourists are expected to arrive during EXPO 2027. Such numbers will certainly require the reorganisation of existing hotel facilities and the construction of completely new ones.

Proud of Tripling Trade Volume

Inos Balkan already possessed extensive expertise in the recycling sector, with its collection and processing centres, while it has today transformed itself successfully to become Serbia’s premier metal recycling company

his company remains committed to sustaining its momentum and further solidifying its position as a leading force in the metal recycling industry, in the belief that advances in digital technologies can contribute to better compliance with waste management laws by improving the trackability of waste.

TWas the acquisition of Inos Balkan part of your group’s strategic plan for

expansion into the Balkan region and has it proven successful? Is this region proving to be the right market for you?

— Viohalco has a rich history spanning more than 85 years, having originated as a family business and evolved to become a prominent holding company overseeing some of the leading metal processing firms throughout Europe. Most of our production facilities are situated in the Balkans, a region that we consider as

being our home market for both product distribution and the procurement of secondary raw materials.

Our strategic entry into Serbia, including the acquisition of Inos Balkan, was part of a broader investment plan and emphasises the pivotal importance of the Serbian market to our operations.

Inos Balkan already possessed extensive expertise in the recycling sector, with its collection and processing centres strategically encompassing a large part of Serbia’s territory. Despite encountering diverse challenges, we transformed successfully to become the country’s premier metal recycling company. Over the past decade, our unwavering commitment to continuous investments in equipment and the development of our human capital, coupled with a robust commercial strategy and an extensive network of partners, has enabled us to achieve an impressive feat: tripling our trade volumes. This accomplishment stands out even amid the supply chain disruptions caused by the COVID-19 pandemic and amid the high interest rates fiscal environment.

Our resilience and strategic foresight allowed us not only to overcome these obstacles, but also to thrive in the face of adversity. As we look ahead, we remain committed to sustaining this momentum and to further solidifying our position as a leading force in the metal recycling industry, while adapting to the dynamic economic landscape.

According to the World Bank’s assessments, Serbia has been improving its ranking in the Ease of Doing Business Index year on year. Based on your practical experience, what additional improvements do you see as being necessary?

— Serbia’s business environment, as assessed by the Doing Business rankings, has experienced significant im -

Inos Balkan already possessed extensive expertise in the recycling sector, with its collection and processing centres strategically encompassing a large part of Serbia’s territory

provements. In contrast to the 91 st position that it occupied in 2015, the 2020 Doing Business Report revealed that Serbia had achieved an overall ranking of 44 th among 190 economies. Renewed efforts to enhance the business environment were launched in 2015, with the attracting of foreign investments emerging as a key priority for the Serbian government. Remarkable advancements have been observed in safeguarding the rights of minority investors and addressing insolvency issues, particularly in the domain of construction permits.

Despite Serbia’s strides in advancing its business environment, significant challenges persist in governance, institutions and regulations. Notably, there are substantial concerns regarding property rights and regulations, with perceived risks remaining high in Serbia. Furthermore, while Serbian companies show confidence in the legal system and existing laws, the judiciary is perceived as lacking efficiency. The corporate tax system, as well as labour legislation, require further simplification, and the streamlined processes implemented with regard to construction permits should be extended to various other regulated sectors in

order to achieve more comprehensive improvements.

How is the secondary raw materials industry impacted by Industry 4.0, digitalisation, robotics and other scientific and technological advancements?

— Industry 4.0, or the fourth industrial revolution, is marked by the integration of advanced digital technologies into manufacturing and industry. It involves the use of things like automation, data exchange, artificial intelligence and the Internet of Things (IoT) to make industries smarter, more efficient and adaptable.

The objective is to enhance productivity, product quality and overall oper-

nance and improving supply chain efficiency. Furthermore, advancements in digital technologies can contribute to better compliance with waste management laws by augmenting the traceability of waste.

Serbia’s total FDI from Greece is estimated to stand at around 1.5 billion euros, while direct and indirect investments made over the last 20 years exceed 2.5 billion euros. To what extent is the Hellenic Business Association responsible for this?

— Last year marked a momentous occasion, as we celebrated the 20th anniversary of the establishing of the Hellenic

Despite Serbia’s strides in advancing its business environment, significant challenges persist in terms of governance, institutions and regulations

ational efficiency within the manufacturing and industrial sectors. Specifically, within the secondary raw materials industry, digital technologies can play a pivotal role in enhancing the sorting and preparation of raw materials, energy efficiency, predictive mainte -

Business Association (HBA) of Serbia. During an outstanding evening gala, we seized the opportunity to pay tribute to our esteemed founding board of directors. It was a touching moment that also served as a reminder of the pivotal role played by the Greek business community, which ranked among the pioneers of investing in Serbia in the aftermath of the tumultuous 1990s.

Over the course of the past two decades, the HBA has operated diligently, serving as a vital bridge and fostering collaboration between the Greek and Serbian business communities. Our commitment to facilitating this connection has been instrumental in ensuring a robust business environment in Serbia. We have advocated tirelessly for fairness and equity, striving to amplify the voices of Greek companies and guaranteeing that the business landscape in Serbia remains conducive and just for all investors.

Our visionary founding members envisaged a brighter future for Serbia and its people – one marked by both financial and social progress, as well as enduring peace and security for all. We take immense pride in witnessing the transformation of this vision into a tangible reality day by day.

Drivers Know Why They Choose EKO

Two decades ago, when this company launched its operations in Serbia, the desire was for the EKO brand to become synonymous with reliability, quality and top services, and that vision quickly became a reality

“EKO Serbia aligned its strategy for Serbia with the “Vision 2025” strategic plan, in order – like all companies operating within the Group – to accelerate its transformation and provide financially affordable solutions for everyone, as well as significant benefits for its customers,” explains EKO Serbia’s CEO.

Will your commitment to prioritising consumers, the local community and the environment remain at the core of your business for the next 20 years?

— EKO Serbia has invested over 100 million euros over the past two decades, and today more than 700 people are directly and indirectly employed within our company. We operate through a network of 57 petrol stations, offering a complete portfolio of fuel products, including high-quality premium fuelsDiesel Double Filtered and EKO Racing 100 RON. Additionally, consumers have access to the well-supplied Kalypso minimarket, where they can find everything that they need for their travels and maintaining their car. EKO petrol stations are also places where drivers can rest and refresh with high-quality coffee.

Expansion of the EKO petrol station network is planned, while simultaneously introducing innovations to improve the quality of our products and services. Also, through digital transformation, we aim to improve the customer experience, particularly with the EKO Smile loyalty programme, which recently celebrated its 10 th anniversary and,

Through our digital transformation, we are working to improve the customer experience, particularly with the EKO Smile loyalty programme

with over 700,000 members, has become one of the most successful programmes of its kind on the Serbian market. As a socially responsible company, we continue to support projects aimed at socially disadvantaged groups, education, traffic safety and environmental protection.

What is EKO Serbia’s strategy regarding a sustainable future?

— Adapting to changes in the global energy market, HELLENiQ ENERGY,

of which EKO Serbia is a member, has defined a strategic development plan called “Vision 2025”, representing one of the most ambitious targeted investment programmes and worth almost four billion euros.

EKO Serbia aligned the strategy for Serbia with the “Vision 2025” strategic plan. This means that, like all companies operating within the Group, it is accelerating its transformation in order to provide financially affordable solutions for everyone, as well as significant benefits for its customers.

In line with the business strategy of the Group and the energy transition process, EKO Serbia is undertaking several initiatives. We are firstly exploring opportunities to install small photovoltaic panels at our petrol stations throughout Serbia, thus enabling increased use of solar energy. Additionally, the company plans to introduce electric vehicle chargers, promoting sustainable transportation and contributing to a cleaner and more sustainable future.

Will you continue to stand by Serbian athletes during their quest for medals and records at the upcoming Paris Olympics?

— EKO Serbia is a proud long-standing sponsor of the Olympic Committee of Serbia, as a company that shares common values and contributes to the development of sports in Serbia. Through this partnership, the company expresses satisfaction in supporting the Serbian Olympic team – young, talented and successful athletes representing their country in Paris this year, at one of the world’s most important sporting competitions.

Introducing Flex Drive

As part of the Autohellas Group, which has been the absolute leader of Greece’s automotive sector since 1974, Hertz is more than just a traditional car rental company

Thanks to its experience and flexibility, this company is able to satisfy almost all the demands of clients, even when they extend beyond standard products. And in addition to standard daily car rental and long-term leasing services, this company also offer monthly rentals and its new Flex Drive program.

What makes you the number one choice on our market and on many others that are much more demanding?

— As franchisees of a brand that has been a global leader of the car rental industry for over a century, we are obliged to apply the highest standards in all aspects of our operations. Moreover, as part of the Autohellas Group, we proudly emphasise that service provision and customer orientation are ingrained in the very DNA of our corporate structure. As a globally recognisable brand, our commitment to providing customers with the best possible experience in using our services every day and our readiness to meet our customers’ needs, even the most complex, is what sets us apart from the competition.

Thanks to experience and flexibility, you are able to meet almost all client demands, even when they extend beyond your standard services. Which services are in the highest demand?

— Daily car rental and long-term leasing (operational leasing) still represent the largest part of our business activities. In addition to these now-standard services, I would highlight the increasing interest in so-called monthly rentals, both among corporate clients and, increasingly, among individuals. This type of arrangement combines operational leasing and daily rental, taking the best of both services and providing customers with flexible rental at costs

that are priced almost at the level of operational leasing. In these times of rapid change and uncertainty, this type of vehicle rental represents an ideal way to ensure mobility with a high level of cost efficiency.

Recognising this trend, we have developed a special programme for our clients at the level of the Autohellas Group under the Flex Drive brand. This programme allows clients to use a vehicle for a period of at least 30 days without a contractual obligation, on a subscription basis, at an

The Flex Drive brand allows clients to use a vehicle without a contractual obligation

extremely favourable price that includes a full-service (all-inclusive). This programme is extremely simple and allows the customer to conclude an arrangement with minimum engagement and provides maximum comfort during use, because it requires almost no additional interaction. The programme has been designed with a view to the model of popular digital subscription programmes, providing users with simplicity, flexibility and cost-effectiveness in vehicle rental.

The participation of vehicles acquired through operational leasing in the total sales of new vehicles in Serbia is estimated at around 20% annually. Could this percentage be higher, i.e., is there growth potential?

— This concept is still in its infancy in our country and the potential for development is great. I believe that this percentage should be much higher and – following the example of European countries – has the potential to exceed 50% of total sales of new vehicles. The presence of multiple companies providing operational leasing services creates a competitive market environment, which can stimulate innovation and improve service offers for customers. This can drive further growth in this segment of the market. Institutional support, in the form of tax incentives and clear regulatory frameworks, could prove crucial to the further development of operational leasing. These mechanisms can reduce the costs and legal uncertainties associated with this type of financing, thereby increasing the attractiveness of operational leasing for potential users. Additionally, the organising of associations or groups that bring together companies that provide operational leasing services can facilitate exchanges of knowhow, experiences and best practices.

Nikos Veropoulos was considered a risk taker when in 2001 decided to buy an expensive piece of land in Novi Beograd and built a big supermarket . But this bold move was the start of a success story . When we asked Mr Veropoulos why he decided to enter in Serbia so early he replayed that he had a strong feeling that he made the right move at the right time at the right country.

Veropoulos was one of the first foreign investors in Serbia. You purchased land in 2001 and thus began operations in Serbia. Did you believe that our country was the right place for investment?

— I think we were probably the first foreign retailer to buy land in Belgrade for a major store. Yes, that was in 2001. I had no doubt that investment in Belgrade would be an immediate success. I took a calculated risk that I knew, inside me, was really no risk.

You gradually integrated Jumbo into Super Vero. Is the combining of these two brands yielding good results?

— Super Vero has been a success for decades. It was at the end of 2016 that we introduced Jumbo to the Serbian market. The combination of the two is loved by our customers, as it satisfies a lot of the basic needs of most families.

Super Vero, Super Successful

For two decades already, company Veropoulos has been known on our market for its unique offer and high-quality products at promotional prices, but also for the excellent customer experience it provides

Veropoulos is known on the Serbian market for its unique range, high-quality products at promotional prices and excellent customer experience. Is this your winning combination?

— The key to success is the overall experience as a daily routine. Starting from parking at the store, finding our great assortment, good quality at affordable prices, propositions for all family budgets, our comfortable store layout and good service. Ever more customers are realising that our regular prices are better compared to our main competitors. Also, more of our customers who use our loyalty card regularly are benefiting from money returning to their wallet in the form of coupons. These coupons can be used in their next purchase. The value of the coupons that we returned to our customers in 2023 totalled 84,100,000 RSD.

We achieved sales in Serbia of €80,000,000 (with VAT) in 2023, which was an increase of 35.3%... We expect the value of our profits to increase by 12% this year

You opened Novi Sad’s first hypermarket in late 2022, covering an area of 10,000 square metres. How were you received by the people of Vojvodina’s provincial capital?

— That was a big risk that we took because it has been a very big investment, but we felt strong enough to take that risk.

I am very happy with this store. Is at a prime location with easy access from the main boulevard and very comfortable parking. This store is our most advanced design.

The good thing is that our customers find the store great, and they fill up the parking area. It is at its busiest in the afternoons and on weekends. Of the 10,000m2 sales area, 3,000 is reserved for Vero and 7,000 for Jumbo.

This Jumbo is by far the best Jumbo in Serbia. You will be surprised by the fantastic range of products - even I’m surprised every time I visit the store.

Is it accurate to say that the past year was exceptional for you and that you broke all records since the arrival of your company in Serbia? Have you increased your turnover, number of customers, profitability, market share etc.? — We achieved sales in Serbia of €80,000,000 (with VAT) in 2023, which was an increase of 35.3%.

In total, our Group (North Macedonia and Serbia) reached sales of

€174,600,000 and that is a total increase of 19 %.

We expect the value of our profits to increase by 12% this year. Our asset value exceeds €100,000,000 and our loan obligations towards banks will be less than €4,500,000 by March 2024.

Yes, we have a very stable performance today, we employ 1,700 employees in both countries.

The Paralympic Games will be held in Paris this year. Will your Company once again sponsor the Paralympic Committee of Serbia and our Paralympians?

Ever more customers are realising that our regular prices are better compared to our main competitors, and ever more customers are regularly using our loyalty card

— Yes, we are one of the main sponsors of the Serbian Paralympic team and will continue to support the team.

The retail sector has faced numerous challenges over recent years – from the pandemic to the energy crisis and inflation. Are you hoping for better days?

— One of the main pillars of our strategy is to try to have an operation with low energy costs. It is for this reason that we continuously invest in the latest technology and equipment, regular maintenance and store design which take advantage of sunlight and geothermal energy.

The Best is Yet to Come

Company Autostop Interiors was established in 2013 and specialises in manufacturing car floor mats and leather covers. These 10 years have been a journey of growth, innovation and dedication to excellence

The company’s Leskovac factory has already embarked on a strategic expansion initiative, marked by the addition of new projects and esteemed OEM customers to its growing portfolio. With the introduction of these new projects and partnerships, Autostop Interiors is not only diversifying its operations, but also solidifying its position as a leading

player in the automotive interior parts industry.

How do you reflect on these first 10 years? We believe that you have plenty of reason to be satisfied.

— Reflecting on the first 10 years of Autostop Interiors fills me with immense pride and satisfaction. Since our establishment in 2013, we have worked tirelessly to become a leading manufacturer of car floor mats and leather covers. Our success over the past decade can be attributed to the unwavering commitment

Since our inception, we have made it a priority to create a supportive and nurturing work environment in which every member of our team feels valued, respected and cared for

of our team. From our skilled designers and engineers to our dedicated manufacturing staff, every member of the Autostop family plays a crucial role in our achievements.

Looking ahead, the next decade holds immense promise for Autostop Interiors. We are poised to expand our product offers, explore new markets and leverage emerging technologies to remain at the forefront of the automotive industry. Together with our talented team and valued partners, I am confident that the best is yet to come for Autostop.

You often highlight that your main goal is to gain satisfied customers with quality products. Are your long-term customers the best indicators of the quality of your products?

— One of the most rewarding aspects of our journey has been the evolution of our

products. We started with a vision to create high-quality car floor mats and leather covers that not only enhance the aesthetics of vehicles, but also provide durability and functionality. Over the years, we have refined our manufacturing processes, embraced cutting-edge technologies and collaborated with industry experts to continually improve the quality and design of our products. I am today proud to be able to say that Autostop Interiors sets the standard for excellence in automotive interior parts.

You are a very unusual director and owner of the company, because – as your employees state – you are involved in the company’s daily activities. Is this because you are one of us? Do you have Serbian citizenship?

— Indeed, I am deeply involved in the daily activities of Autostop, and I take great pride in being hands-on within the company. I firmly believe in leading by example and being actively engaged in all aspects of our operations. This approach allows me to stay connected with our team, understand their challenges and triumphs firsthand, and foster a collaborative and supportive work environment.

Yes, I can say that I’m one of you!

From the moment I arrived in Serbia, I felt a profound sense of belonging, and obtaining citizenship nearly five years ago solidified that feeling. Being part of this community has been incredibly meaningful to me, and it’s an honour for me to contribute to the growth and success of our company and community alongside such dedicated and talented individuals. As you probably know, Greeks and Serbs are Brothers and that’s a reality!

A few years ago, there were discussions about possible capacity expansion and the building of a new factory. Have negative global events slowed down your plans?

— While negative global events – such as the pandemic, wars, energy crises and inflation – have presented challenges, I’m proud to say that they have not derailed our long-term growth and expansion vision. It’s true that we’ve had to navigate uncertain economic times and volatility on the global marketplace, but we are

also thrilled to announce that Autostop has already embarked on a strategic expansion initiative, marked by the addition of new projects and esteemed OEM customers to our growing portfolio.

With the introduction of these new projects and partnerships, we are not only diversifying our business, but also solidifying our position as a leading player in the automotive interior parts industry. These ventures represent exciting opportunities for growth, allowing us to leverage our expertise and capabilities to meet the evolving needs of our customers and the market.

From the moment I arrived in Serbia, I felt a profound sense of belonging, and obtaining citizenship nearly five years ago solidified that feeling

Autostop Interiors is a family company that has shown its care for employees from day one. Is it true that you are one of the few companies that have a daycare centre for the children of your employees?

— Indeed, at Autostop Interiors we pride ourselves on being a family-oriented company that values and prioritises the wellbeing of our employees. Since our inception, we have made it a priority to create a supportive and nurturing work environment, where every member of our team feels valued, respected and cared for.

One of the ways we demonstrate our commitment to our employees is by offering a range of benefits and support services designed to meet their diverse needs. Our employees are the heart of our company, and their health, happiness and work-life balance are paramount to us.

One aspect of our employee support initiatives that sets us apart is the provision of a daycare centre for the children of our employees. We recognise that balancing work and family responsibilities can be challenging and believe that pro-

viding onsite childcare is not only a practical solution, but also a reflection of our commitment to supporting our employees’ personal and professional lives.

Our daycare centre is staffed by qualified and experienced caregivers, who provide a safe, nurturing and stimulating environment for the children in their care. By offering this service, we aim to alleviate the stress and logistical challenges that working parents may face, allowing them to focus on their work with peace of mind, knowing that their children are well cared for nearby.

Furthermore, we go beyond just providing childcare by offering a range of other benefits and support services, including flexible work arrangements, wellness programmes, professional development opportunities and more. These initiatives reflect our belief that happy and fulfilled employees are essential to the success and sustainability of our company.

We know that you are operating a second manufacturing Plant near Leskovac in the town of Bojnik... What exactly are you producing at this plant? — Autostop proudly operates its second manufacturing facility in Bojnik, which is strategically located near Leskovac. This facility is dedicated to the production of high-quality PVC and PU leather and PU foam materials tailored specifically to the automotive and aviation industries. It is a unique plant and the only one of its kind in Serbia and across the Balkans.

We have assembled a team of highly skilled professionals at this cutting-edge facility, including an experienced research and development team and meticulously trained production members. This talented team collaborates tirelessly in order to pioneer innovative, advanced and sustainable PVC and PU materials that meet the stringent requirements of seating applications in automotive interiors and the aviation and rail industries.

Furthermore, our dedication to sustainability drives our efforts to minimise our environmental impact throughout the manufacturing process. Through continuous innovation and improvement, we strive to develop ecofriendly materials that contribute to a greener and more sustainable future for the automotive and aviation industries.

DIRECTOR

Consistency & Innovation

The Hellenic Economic Association of Serbia’s 20 years of successful operations represent a source of inspiration and good practices that the HBA will continue to apply in the third decade of its work

Through its activities, the Hellenic Business Association of Serbia aims to contribute to connecting its member companies and advancing their networking with other foreign and domestic companies operating in the country, but also to promote the Greek economy in the broader business community. The HBA pursues these aims through the organising of various events, from its traditional annual receptions to activities that are organised

in cooperation with the community of bilateral chambers and business associations. Through internal channels of communication and its specially created newsletters, this association promotes activities and innovations in the operations of its member companies. Additionally, the HBA provides full support to its membership in communication with Serbian and Greek institutions, with the intention of contributing to the stability of operations and a secure investment environment.

The Hellenic Business Association of Serbia last celebrated the 20th anniversary of its operations. What ambitions do you have as you enter a new decade?

— The jubilee commemorating 20 years of our work showed the importance of the presence of Greek companies in Serbia and their enduring presence as investors and contribution to the local economy, paying tribute to all member companies and Greek businesspeople who participated in the establishment and work of the association. The formal reception at the Hyatt Regency Belgrade hotel to celebrate the anniversary, which we are very proud to have organised successfully, brought together more than 200 representatives of member companies, the diplomatic corps, state institutions, chambers of commerce and the wider Serbian and Greek business community. The HBA was particularly honoured by the presence of Serbian First Deputy Prime Minister and Foreign Minister Ivica Dačić, Internal and Foreign Trade Minister Tomislav Momirović and Greek

Ambassador to Serbia H.E. Maria Levanti, all of whom addressed the audience. The guests of honour also included Cypriot Ambassador to Serbia H.E. Andreas Photiou, HRH Crown Prince Aleksandar Karađorđević and Princess Katarina Karađorđević, as well as Bishop of Lipjan Archimandrite Dositej. In the third decade of its operations, the HBA will continue to represent the interests of the Greek business community in Serbia, strengthening the recognisability of Greek companies among the country’s authorities and institutions, fortifying links between HBA member companies and other stakeholders in Serbian entrepreneurship, as well as providing support to the implementation of Greek investment initiatives.

How much have Greek companies contributed to the development of the Serbian economy over the past 20 years and which sectors are they most interested in today?

— Total Greek FDI in Serbia is estimated at around 1.5 billion euros, while direct and indirect investments over the last 20 years exceed 2.5 billion euros. HBA member companies represent Greek economic interests in the broadest sense

and are present in almost all sectors: the hotel and construction industries, the cement and sugar industries, the petroleum derivatives sector, the manufacturing of building materials and aluminium profiles, the recycling sector, the food and beverage retail sector, the service sector etc.

What are the most important topics today when it comes to doing business and creating a level playing field on the market?

— The HBA organises various sector-specific training courses, seminars and workshops for employees within its member companies, the topics of which are aligned with current events relevant to the economy, but also regular business operations. Our members consider such events extremely useful, which is why we’ve organised training courses in the previous period that were intended for middle and top management

and covered the areas of HR, marketing, tax and accounting topics, inspection oversight and many others. We will this month address the topic of amendments to the Decree on Customs Procedures and Customs Formalities through a workshop for the employees of our member companies that we are organising in cooperation with the Serbian Customs Administration, the Belgian-Serbian Business Association, the Croatian Business Club and the Swiss-Serbian Chamber of Commerce, while this workshop will also enable networking between the members of these four bilateral associations.

How do the HBA and its members contribute to the wider community?

— Over the course of the previous 20 years, our Greek member companies have made numerous donations to healthcare and educational institutions, cultural institutions, churches and mon-

Total Greek FDI in Serbia is estimated at around 1.5 billion euros, while direct and indirect investments over the last 20 years exceed 2.5 billion euros

asteries, environmental protection causes and for the empowerment of students and young people. In endeavouring to promote Greek business practices as being socially responsible, the HBA has been organising humanitarian activities for many years, with our humanitarian Christmas dinner standing out as a particularly successful event. We direct the funds collected at this event to one of Serbia’s many humanitarian organisations and last year donated the collected money to the organisation SOS Children’s Villages. Apart from this, and in the scope of promotions of the Greek language and culture, the HBA has for the past three years awarded scholarships to students of the University of Belgrade Faculty Orthodox Theology. Even though the HBA is primarily driven by business interests, strengthening the common cultural and historical heritage of our two peoples and cultures gives a human touch to our activities.

The core work of Zeus Auto relates to the all maintenance, mechanical and electronic repairs, diagnostics, A/C and body and paint works of all Mercedes vehicles, smart cars and van programmes. Its workshop is staffed by specialised experts with vast experience and possesses the latest technology, equipment and parts. And it is this that distinguishes it on the market.

Did the establishing of Zeus Auto represent a logical step in your career?

— Establishing Zeus Auto Mercedes-Benz was a logical step for me to take and one that came as a kind of natural progression of my career, given that I’m a graduate Automotive Engineer and that I spent years studying at two universities in England. Cars and motorcycles have always been my passion. As far back as I can remember, I would hold a toy car or bike on my hand and play with it, making the sound of the exhaust.

The steps I took prior to establishing the company included amassing long-

Passion for Mercedes

Zeus Auto is a workshop specialising in repairs and maintenance of Mercedes-Benz produced passenger vehicles, vans and smart vehicles, as well as tuning & styling

term experience as an After-Sales Network Auditor at Mercedes Benz Hellas in Greece and, of course, as After-Sales Manager at Mercedes-Benz Serbia and Montenegro, leading a team of 120 people. However, in the back of my mind was always a desire to have my own Workshop-Service and to pursue my passion.

That opportunity ultimately arrived here in Serbia, when Mercedes-Benz Srbija i Crna Gora was sold to Emil Frey, a Swiss company, and was no longer in the hands of Germany’s DAIMLER AG. I had to make a decision and that decision was “to realise my dream”, as my dear friend, Mercedes-Benz Hellas CEO Dr Paufler, would say.

You employ exclusively specialised experts at Zeus Auto, who – in addition to their specialist knowhow – can boast of rich experience, creativity and passion. Is this what sets you apart on the market?

— We have all the authorised MercedesBenz equipment needed to carry out the

required repairs, otherwise we wouldn’t be able to do anything, given that these vehicles are full of electronics and complicated mechanical parts. Moreover, and even more importantly, we have the right specialised expert technicians to do that work, and they have all spent their entire careers working exclusively on Mercedes-Benz vehicles. You see, in this job, the human factor is still the most important aspect when it comes to achieving success – not only in a technical sense, but also at the level of communication with the customer. As one colleague once noted, in this job you have to be a good technician, have very good organisation, be well mannered in communication and settlements, good at mathematics in order to provide the right price for the right work, and a good psychiatrist able to tell the customer precisely what he wants to hear.

This is a very demanding job indeed, one that requires motivation, love and passion. And that characterises to the entire Zeus Auto team.

Our organisation has an infinite collection of global knowhow all around the world through an expanded network of affiliate partners, which is then transferred and utilised in every operation, inclusive of the continuously growing Serbian market,” says Globe Williams Director Alexios Gkegkios.

Globe Williams represents a concept that offers something entirely new on our market. Is it your company’s global experience, comprehensive offer and all accompanying services that make it so superior?

— What makes our company stand out in the Serbian market and all others in which we operate is primarily our peo-

Adding Value to Clients’ Facilities

Globe Williams is present in 34 countries on all continents and has an excellent team of ambitious and dedicated managers who strive to meet the needs and expectations of all clients

ple; people who give their absolute best in terms of expertise and experience, effort and commitment, coupled with the strong supervisory presence of senior management at different levels. This obviously wouldn’t be possible without the continuous support and guidance of our strong local leadership, global procedures and international experts who are ready to be dispatched at any time and wherever needed by GW’s people.

Having the combined capacity of an organisation that spans 34 countries across all continents and delivers services in more than 80 states through a vast network of affiliate partners acts as a base for collecting global knowhow that is subsequently transferred and utilised in all of our operations, inclusive of the continuously growing Serbian market.

You have an excellent team of ambitious and dedicated managers who strive to meet the needs and expectations of all clients. They work contin-

uously to introduce new services and improve existing ones.

— The real strength of Globe Williams International is its people, combined with the managerial element that distinguishes itself through devotion, dedication, knowledge, educational skills and a duty of care for all our personnel who are at the forefront of our clients’ facilities. In an era in which it is rare to find skilled personnel, at GW Serbia we continue to attract the crème de la crème of people, as they strive to join a global organisation that has endless possibilities for growth and success and a workplace environment that meets the latest standards of hybrid working spaces. It is no longer a secret that working under such conditions ensures that they not only deliver services to our clients that meet with an average satisfaction rate of 97%, but they are also very successful in their cross-selling targets, as they continue adding services to our clients’ facilities on a daily basis.

New Start

Greek Prime Minister Kyriakos Mitsotakis’

visit to Belgrade on February 12, 2024,

is poised to be a pivotal moment in Greek-Serbian economic relations

reek Prime Minister Kyriakos Mitsotakis’ February 12, 2024 visit to Belgrade is likely to be remembered as a turning point in Greek-Serbian economic relations. That’s because it marked the return of Greek companies and banks to the Serbian market, but also the bolder entry of Serbian companies into the Greek market and new joint infrastructure projects that will prove significant not only for Greece and Serbia, but also for the region of Southeast Europe as a whole.

GAfter over a decade of declining Greek investments and capital withdrawal from Serbia, coupled with sluggish mutual trade growth, new prospects for collaboration emerge. The Greek economy, now valued at nearly 200 billion euros, and the growing Serbian economy, aiming for a 33% GDP increase to 100 billion euros by 2027, along with substantial public investments in both nations, create fresh opportunities for cooperation between the two countries and their business communities.

Serbia is initiating a significant investment cycle for the 2027 EXPO, with around €17-18 billion earmarked for the EXPO complex and various infrastructure projects. This not only generates local jobs but also widens opportunities for Greek companies in Serbia. The robust recovery of Greek public investments, supported by European funds, signals opportunities for Serbian companies to expand internationally, especially in Greece. President Aleksandar Vučić’s invitation to Greek companies aligns with state infrastructure investments, fostering a new era for Greek investment in Serbia and Greece’s resurgence as a top investor in Serbia.

Future economic ties between the two nations will notably strengthen, especially in energy collaboration. Greek business leaders are keen on participating in Serbia’s green energy transition projects, particularly in renewable energy

sources (RES). The upcoming launch of the Alexandroupolis LNG terminal, a vital project for energy security and gas supply diversification in Serbia and the region, further emphasizes this cooperation. Serbia has already secured 300 million cubic meters of gas from the terminal, and the completed gas interconnector with Bulgaria will facilitate natural gas delivery to Serbia.

While energy seems poised to surpass banking in bilateral cooperation, the participation of Greek banks in the Greek-Serbian Business Forum in Belgrade is crucial. It underscores their commitment to facilitating investment and trade arrangements between Greek and Serbian companies in the Serbian market.

Improved transport infrastructure is crucial for increased movement of people, goods, and capital between Serbia and Greece. Despite a 2.3-fold trade increase from 2014 to 2023, bilateral trade remains modest at €792 million, falling short of the targeted two to three billion euros.

Serbia has upgraded its road infrastructure on Pan-European Corridor X to Greece, and a Greek-Serbian agreement aims to accelerate the development of a high-speed railway covering 1,512 km, connecting Piraeus to Budapest via North Macedonia. Serbia is keen on utilizing Greek ports, Thessaloniki and Piraeus, for Serbian goods heading to distant markets. Additionally, an agreement on a unified electronic road toll system will further facilitate efficient transportation and movement between the two countries. Tourism, synonymous with Greece and a unifying factor for our people, remains a vital aspect of bilateral economic cooperation. Greece was the partner country at the 45th International Tourism Fair in Belgrade, held from 22nd to 25th February reflecting its significance. Around a million Serbian tourists visit Greece annually, and efforts are underway to attract more Greek tourists. Serbia also seeks Greek investors for the hospitality industry, aiming to build over a hundred hotels before EXPO 2027, supported by state subsidies of 20%.

Much Better Institutions Needed

It is my sincere hope that Serbia’s new government will make radical strides when it comes to the further implementing of structural reforms and improving the business climate for domestic investors

Aleksandar Vlahović President of the Serbian Association of Economists

The latest World Economic Outlook offers a picture that’s more optimistic in relative terms when it comes to the recovery of the world economy, but we shouldn’t be deceived by this, warns Aleksandar Vlahović, president of the Serbian Association of Economists. As he explains, we live in an age of complex crises to which there are no easy solutions and which could easily deepen.

When all of this is collated, which of these positive news stories and risks should interest us in particular when thinking about the context in which the Serbian economy functions?

— Regardless of the slightly more optimistic projections from the beginning of this year, the world (and Europe in particular) finds itself in an extremely complex geopolitical and geo-economic situation. Today’s situation can be described as a polycrisis; a situation characterised by multiple simultaneous crises with different causes and possible solutions. The “firestorm crisis” forming the current

global polycrisis was initiated by the Covid-19 pandemic, followed by the war in Ukraine and the subsequent energy crisis. This led to food supply problems at the global level and rising living costs. Since last October, the war in the Middle East has only served to intensify geopolitical tensions and thereby deepen the polycrisis. Dimensions of the polycrisis that are less visible but equally troubling include acute environmental

concerns, the negative impact of climate change, geo-economic fragmentation and the effects of the growing use of artificial intelligence. I’m afraid that the current year won’t alleviate geopolitical tensions, given that this is an election year in almost all of the largest countries (with the exception of China), which is why it is difficult to expect sudden and radical solutions in areas hit by crisis. Serbia is tied to Europe in an economic sense

and will share the fate of its expected weak growth to a certain extent. Under the conditions of geo-economic fragmentation, i.e., the relocating of the capital of major European companies from Asia, Serbia has a chance to additional accelerate its growth, but only if it speeds up the reforms that will improve the quality of the business environment significantly.

How much should we add good news or risk to this picture when it comes to some of the internal characteristics of our economic environment?

— The good news is that Serbia entered 2024 with satisfactory macroeconomic aggregates. The previous year saw the achieving of growth of 2.5%; the budget deficit stood at 2.8% (less than planned); the economy’s external position is more favourable thanks to the faster growth of exports than imports; the current payment deficit is half that of 2022; FDI amounted to around 4.4 billion euros; capital investments were maintained at a high level of approximately 6.5% of GDP; public debt has a downward trajectory when measured in relation to GDP and amounted to 52.7% of GDP (€35 billion) at the end of last year. It is also good news that inflation has a downward trend, which is particularly important when considering that our average inflation was the fourth highest in Europe last year (after Turkey, Hungary and Moldova).

There are also problems, of course. They can be classified into two groups: institutional constraints and fiscal policy. Institutional restrictions primarily threaten the economic activity of domestic private investors. When it comes to observing fiscal policy, frequent non-selective fiscal interventions, which the budget mostly doesn’t plan for, threaten efforts to curb inflation and inflationary expectations. It should be noted that these kinds of payments to certain categories of the population, mostly presented under the banner of social benefits, are politically motivated and are far from being able to rep-

resent an appropriate way of conducting social policy. We should add to this the lack of adequate efficiency in managing public investments. Specifically, we are witnessing the non-transparent implementation of almost all major infrastructure projects through the circumventing of the Law on Public Procurement. This is not good, because when it comes to overall economic activity the ultimate effects of investing are questionable, to say the least. Capital investments are not preceded by a rigorous project selection process, no studies of socioeconomic justification are conducted and competition is lacking, and the total investment amount thus has no market checks.

Despite global instability, the government of Serbia has enjoyed a relatively comfortable position in the last few years. Will the new

The Government must clearly and unequivocally reaffirm our strategic goal of gaining full membership in the EU, especially now that Europe has set a clear timeline for enlargement

government that’s expected to be formed soon also have a more or less well-trodden path of action, or do you expect some qualitative shift?

— I honestly hope that the new Government will take radical strides when it comes to the further implementation of structural reforms. Here I’m primarily referring to the restructuring of large public companies. Certain progress in the operations of this group of companies was achieved over the previous year. However, that is still not the result of extensive business consolidation measures, but rather is primarily a consequence of an altered pricing policy. Specifically, with the signing of the arrangement with the IMF, the Government obliged itself to raise the price of energy prod-

ucts (electricity and natural gas) for the population and businesses several times. And that has been done in the meantime and is why companies EPS and Srbijagas are today operating profitably. The government is no longer subsidising these companies and thus the burden on the budget has been eased greatly, in contrast to previous years. And yet, we still haven’t seen a clear plan for the restructuring of these companies, starting with the professionalisation of their management and extending all the way to the partial privatisation of core and non-core activities. This obviously relates to a very sensitive endeavour that could cause social tensions, especially in the case of EPS, as a result of resistance from well-organised workers’ unions. Of course, there is also resistance coming from political structures, which reveals the unwillingness of politics to withdraw from the managing of a significant part of the economy.

Moreover, I expect the new government to sincerely commit to resolving the problem of the stagnation of domestic private investment, the share of which in the portfolio of total investment is actually decreasing. Such a trend testifies to the existence of serious institutional limitations that lead to domestic investors recognising high investment risks. I am thus referring to the need to improve the business climate and the quality of institutions, both those that regulate the market and those that guarantee legal certainty. Domestic investors expect clear, predictable, stable and equal rules for all market participants. All reports of reputed international organisations that evaluate the state of the public sector point to the existence of significant obstacles to the development of the domestic private sector. It is worth reminding that it isn’t possible to build a competitive and sustainable economic structure without domestic investments.

To what extent is the Serbian economy, institutionally and practical-

ly, anchored in European business processes?

— Great effort has undoubtedly been exerted to develop road infrastructure over the previous seven or eight years. Likewise, the renovation of the railway infrastructure network is being worked on intensively. It should be noted that the EU has contributed significantly to this, primarily financially, but also with the launching of initiatives that relate to the whole of the Western Balkans (Berlin Initiative), in order to improve the quality of the transport network significantly. Just like every other country in the region, we are also signatories of the European Green Deal, and an entire raft of projects are also being implemented there, again with the assistance of the EU, the EBRD and the EIB. So, we are achieving progress in all of the mentioned areas. However, the situation differs markedly when it comes to the rule of law, the quality and independence of institutions, media freedom etc. It should thus come as no surprise to us that the European Commission’s assessments in its regular reporting mostly note “a lack of visible progress”. This is also precisely why we are “treading water” on our journey to the EU. I also believe that our progress will be slowed further by the European Parliament resolution regarding the recent elections in Serbia. As such, I think that the Government must, with its actions, clearly and unequivocally reaffirm our strategic goal of gaining full membership in the EU, especially now that Europe has set a clear timeline for enlargement after a long time. Historically, despite all its shortcomings and functional problems, the EU is the community that has had the greatest influence on raising the living standards of the population of its member countries, improving democracy and the free movement of people, goods and capital. In terms of values and technology, we belong to Europe. In an economic sense, we are inextricably linked. We realise two-thirds of

The non-transparent implementation of major infrastructure projects, through the circumventing of the Law on Public Procurement, raises a question about the ultimate effects of such investments on economic growth

our foreign trade turnover with EU countries, while a similar percentage of foreign investments in Serbia come from these countries. As such, any disregarding of the actual situation, obstruction and, or even worse, possible change in the strategic course of political and economic development could lead to immeasurable negative ramifications for our country and the population’s standard of living.

How much progress have Serbian companies really made in terms of connecting with global production chains and can we talk about a bigger collective of Serbian companies that are today internationally competitive?

— One indicator of the improved competitiveness of the Serbian economy, and thus its level of connection with global production chains, is the relative ratio between exports and imports of goods, i.e., the extent to which imports are covered by exports. That coverage ratio stood at a record 80% last year. In other words, the structure of the Serbian economy has been changed for the better by the intensive inflow of FDI over the past five years. However, the investors who’ve so far chosen our country as an investment destination do not – with rare exceptions –belong to the group of so-called “blue chip” investors, i.e., those with a reputation for being the most renowned. That’s why it’s often the case that some of them pull out suddenly, without fulfilling the obligations they accepted and that led to them receiving significant subsidies. Whether we’ll succeed in attracting “big names” depends mostly on us, or more precisely on the willingness of the government to work to improve the quality of the business environment. This also implies clearly defined industry policies, specifically the rational directing of subsidies towards encouraging the development of the tradable section of the economy. That section of the economy drives technological progress and high productivity. These are branches of the economy that have high added value, are directed towards the international market and are capable of competing on the market.

Serbia’s IT sector is one positive example of dynamic development, albeit in the service sector. Despite the problems afflicting global companies in this field, the IT industry is still experiencing exponential growth in our country. And this trend is expected to be maintained in the future. IT sector exports over the past year exceeded a value of four billion euros. Best testifying to the robust growth of this sector is the fact that exports realised in the first quarter of last year exceeded the total exports of the IT sector in 2017.

Business Dialogue

tourism organization

Entrepreneurship in the Focus of EY

This February saw company EY (Ernst & Young) enter the final phase of its activities in Serbia when it comes to promoting the importance of entrepreneurship. The company has been implementing the global EY Entrepreneur of the Year programme successfully in our country for over a decade, with this programme having existed at the global level for over 30 years. Over 300 local entrepreneurs have cooperated with the company during this time, with the best of them representing this branch of the economy at the world finals that are held annually in Monte Carlo

e have spent the previous years dedicating ourselves to understanding the conditions that exist for SMEs to do business in Serbia, as well as to researching the leading lights among entrepreneurial stories. The economic picture changes over time, keeping pace with changes to technology, the popularity of industries, ways of doing business and market needs. These changes are sometimes so slight that they are barely detectable, yet almost the entire picture changes after a certain number of years. It is therefore important to have data that, when analysed, can indicate distinct differences from year to year. This is one of the tasks of the EY Entrepreneurship Barometer survey, which the team at auditing and consulting company EY Serbia has been conducting for the last eight years consecutively. Almost 300 entrepreneurs have to date undergone preparations for the EY Entrepreneur of the Year programme, while a much larger number of representatives of this section of the economy have participated in surveys and are thus in a position to clearly represent entrepreneurs in Serbia today. The insights that we have the privilege of gaining through this project point each year to the variable nature of global and market influences that impact their companies’ operations. As such, in the latest study describing the stances of 100 owners of fast-growing and stable SMEs in Serbia, we can notice that inflation had the greatest impact on their companies’ operations in 2023, with more than half of re-

WIn the latest study describing the stances of more than 100 owners of fast-growing and stable SMEs in Serbia, we can notice that inflation had the greatest impact on their companies’ operations in 2023, with more than half of responding entrepreneurs agreeing that inflation shook their operations during the previous year

sponding entrepreneurs agreeing that inflation shook their operations during the previous year. Their fears do not end there,

however, with over 90% of respondents saying that their financial stability will take a significant hit if inflation remains at the same or a similar level this year.

Year after year, information about the operations of entrepreneurs that is stored and analysed within the scope of the EY Entrepreneur of the Year programme, and presented in the form of the EY Entrepreneurship Barometer study, reveals and presents to the public the entrepreneurial scene and changes that are spotted over time. Nonetheless, although we are talking about changes, there is one piece of data that remains ironically consistent: specifically, the fact that more than 70% of respondents invest in the development of their operations using their own funds exclusively. Over the course of eight years of research, this information has been repeated and illustrates an environment in which SME owners are reluctant to invest using borrowed funds.

At the height of the national competition of the EY Entrepreneur of the Year programme, we take the opportunity to focus not only on the most successful entrepreneurial stories, but also on the views of entrepreneurs that additionally testify to employment, the active application of artificial intelligence, financing, inheritance, as well as the general eco-climate for the operations of SMEs in the Republic of Serbia.

The latest edition of the EY Entrepreneurship barometer was published in the last week of February, when we also announced the EY Entrepreneur of the Year in Serbia.

Focus on Quality and Growth Drivers

Ricardo Vian Marques General Manager, Galenika

Despite the challenges of global circumstances in 2023, Galenika successfully ensured the production and distribution of its products to all markets where it operates. It’s priorities for 2024 remain the same: commitment to quality, innovation, portfolio expansion, investments and the further globalisation of its business

Here we discuss the successes and challenges Galenika faced during 2023 and the company’s strategic commitment for the period ahead, as well as global trends in the pharmaceutical industry, with Galenika GM Ricardo Vian Marques.

What would you highlight as the key elements of Galenika’s operations in 2023?

What are you satisfied with and what were the challenges?

— The key challenge of the previous year was presented by global circumstances that affected the pharmaceutical industry, among others. We exerted significant efforts and successfully ensured the production and distribution of our high-quality products in Serbia and to the export markets where we operate. We placed a strategic focus on increasing the portfolio. During 2023, we launched as many as 77 products in Serbia and on the markets of the regions where we operate. In parallel, with the acquisition of Serbian-Slovenian company Lifemedic, we took over the exclusive distribution of the product programme of renowned Italian pharmaceutical company Pharmalife Research for the markets of Serbia, Bosnia and Herzegovina, North Macedonia and Montenegro, and thus launched a partnership with a global company that shares our values. In addition, with our strategic partnership with Brazilian pharmaceutical leader EMS (www.ems.com.br), during 2023 Galenika successfully realised the transfer of technology for six products from the newer generation of generic drugs.

How do you see the global trends in the pharmaceutical industry and where does Galenika stand?

— Artificial intelligence (AI) and sustainable business (ESG) are gaining ever more representation in the pharmaceutical industry. AI is becoming particularly useful in the drug development process, as it allows pharmaceutical companies to design new molecules, predict their characteristics and optimise new drug candidates faster and more efficiently than traditional methods. I emphasise that it is extremely important that the information is based on relevant data and their relationships, and that it is used in the right way. In addition, in the domain of sustainable business, health equity has emerged as an important trend in the pharmaceutical industry. The focus is on the development of medicines that aren’t only effective, but

also available to the wider population. I expect this to be crucial in helping make medicines more accessible to everyone.

Quality is the essential prerequisite of Galenika’s business philosophy and one of the pillars of our sustainable business culture. We have GMP and ISO certificates for quality assurance, while environmental protection and energy efficiency are high on the priority list. We carefully select suppliers in order to ensure the quality of our products. We additionally implement prevention awareness projects, demonstrating corporate responsibility. At the same time, Galenika has invested considerable energy and funds in the digitisation of its operations. State-of-the-art software for detailed production planning, business intelligence and predictive analytics are just some of the innovations that Galenika has introduced over the past six years. In other words, we are focused on drivers of growth and innovation.

What do you expect going forward; what are the company’s priorities?

— Expanding the portfolio remains a key focus as we strive to expand our product range with high-quality, latest-generation drugs, which is a prerequisite for us maintaining and achieving even more success. We are strategically committed to the internationalisation of our business and in 2024 plan to additionally expand our business on the EU and MENA markets. In short, Galenika remains dedicated to and focused on growth through high-quality products, investments, digital transformation, the further globalisation of its business and strategic mergers and acquisitions.

Conquering Global Markets with Premium Offers

Branka Slaveska CEO, Tikveš

The Tikveš Winery has established itself as the strongest and most serious “wine player” on the regional market, while simultaneously conquering the world

This company works daily to create unforgettable experiences through its exceptional wines and spirits. Speaking here in her first interview with the Serbian media, Branka Slaveska, new CEO of Tikveš Winery, exclusively discusses the company’s dedication, global market trends and why quality is paramount.

As a symbol of wine tradition around the region, Tikveš Winery creates, nurtures and promotes values, placing quality first and distributing wine to 25 countries around the world. How is a true brand built; and how does one develop a business amid serious competition?

— Tikveš Winery has a clear mission to which it is committed devotedly. We are here to create outstanding wines and spirits, memorable experiences, and to lead sustainable wine production while respecting our vine growers’ heritage. Positive energy, intelligent and capable individuals with excellent qualities and ideas, as well as attention and love in the working process, are all crucial elements in creating a top-notch wine. We

have incorporated science and digitalisation, which are essential in today’s world, along with high-quality raw materials and skilled oenologists, to achieve results reflected in wines that rival the world’s best, as evidenced by numerous awards. Building a real brand requires perseverance, continuous investment in production and quality, setting high standards and striving for better results.

When discussing quality, I must say that producing high-quality wine is an imperative for Tikveš Winery. High-quality wine requires high-quality grapes, which result

from fertile soil treated and protected in modern ways. Traditional protection methods are not always sufficient in times of climate change – science must apply and predict risks, and set criteria and standards. We therefore invest in constant progress, continuously introducing innovations in vineyards, even using artificial intelligence to protect vines, thus ensuring high-quality grapes. We generously share all this with our partners, winemakers, and other wineries with which we work.

Does this path lead to awards?

— The quality of our wines is recognised worldwide and has been awarded the highest ratings by the most renowned wine critics. The authenticity of Tikveš wines has attracted the attention of the world’s most respected wine critics, like Robert Parker and his “Wine Advocate” team, who have given high ratings – 93, 94, and 95 out of a possible 100 points – to as many as eight of our wines. Tikveš is the only winery from

Southeast Europe to have achieved such high ratings. The first high rating, 94 points, was awarded by Parker in 2012 to the “Bela Voda” premium red wine. Just two years later, Parker and his team rated this wine with an impressive 95 points.

When it comes to awards, Tikveš wins about 100 of them annually. It’s important to note that having a high-quality product is a key condition for winning awards and entering foreign markets, and that’s only achievable by setting standards and defining a system of geographical indications.

How important is it to keep up with trends in viticulture?

— Our vision is to fully keep pace with trends in the wine industry and to be recognised as pioneers of authentic wine. The number of premium wine labels has increased since 2003, when the M6 investment group became the winery’s majority owner, leading to our winery becoming known for its high quality. During this period, we invested around 45 million euros in upgrading and modernising facilities, renewing vineyards and introducing the best viticultural practices in the region, which placed us at the top among the wineries of this part of Europe.

Quality, technology and production with minimal sulphur have positioned Tikveš among wineries that care about the health of consumers. Our top wines come from the Domaine Bela Voda, Domaine Babuna and Domaine Lepovo locations, but also the Château de Gourdon estate in France. All these locations form the Tikveš Châteaux & Domainеs brand platform. These wines come from specific micro locations that are cultivated in the most modern ways, allowing for exceptionally high-quality grapes that produce authentic wines with rich and sophisticated aromas.

What does the world demand today; and are you able to satisfy those demands?

— We strive to do so. As the leading winery in the region, Tikveš has the obligation to push the industry forward towards higher quality and more sophisticated tastes. We are proud of our terroir, which is now featured in the best hotels and restaurants worldwide. The global wine elite seeks refinement and a unique offer, and we are work-

ing on that. Of course, the modern systems mentioned in the production process have contributed to this and have propelled us to the top of the pyramid. Consumer tastes and times change year by year, and you lose the race if you don’t keep up.

You work intensively on environmental protection, social responsibility and responsible corporate governance (ESG). What has Tikveš done in this segment, and when can the first report be expected?

— As a winery, we demonstrate clear commitment and strive for sustainable development and the enhancement of our company performance in environmental protection, social impact and corporate governance. The implementation of ESG principles is a significant step forward; it’s a lifestyle and work culture. Being the first winery in the region to adopt ESG practices, we set an example with our goals and inspire changes that will bring substantial positive outcomes and redefine standards in the wine

We invest in constant progress, continuously introducing innovations in vineyards, even using artificial intelligence to protect vines, thus ensuring high-quality grapes

industry. The compiling of our first ESG report is underway, marking the beginning of Tikveš’s transformation into a completely green winery.

You keep pace with market needs and organic wine production. What is the scope of the current portfolio and what can consumers expect soon?

— The first wine made from certified organic grapes is “Domaine Lepovo Chardonnay”, from the 2021 harvest. This direction was assumed as part of the strategy, given that we follow contemporary global trends in the cultivation of organic grapes, in wine production, sustainable development activities and the green transformation of the win-

ery. New generations are becoming more aware of organic production and are seeking everything that is produced in accordance with nature. We also apply specific practices, such as reduced vine yields and nighttime harvesting, which contribute to a higher concentration of primary aromatic compounds in the grapes. We have in-

troduced special oenological processes, including wild yeast that naturally matures in the grape berry, wine aging and maturation in special concrete vessels and amphorae that allow wines produced in this way to have exceptionally unique characteristics, which are an indicator of premium wine. We have produced 80,000 litres of organic wine over the last two years and are continuing to increase production.

Year after year, attention is increasingly being given to regional cooperation among the Western Balkan countries. To what extent do events like the Kopaonik Business Forum contribute to this?

— For us, the Kopaonik Business Forum is a place where we exchange experiences and opinions in the field of economy and the development of the Western Balkans. We believe that we, as a company, provide a significant contribution to the development of our region: by recognising the brands we launch into the world, we strengthen cooperation between countries and improve relations, so that Europe, as well as the rest of the world, can see us as future partners.

I expect the Kopaonik Business Forum to provide improvements and bring new collaborations, and to be successful and productive for all participants. It is extremely important that regional cooperation among the Western Balkan countries continues to strengthen, because only together can we represent a strong player able to compete at the global level.

Dahlia –New Era of Modern Skincare

Dragana Orlandić CEO, Dahlia

During the period leading up to its 100th anniversary, Dahlia has undergone a significant and extensive transformation, including the completion of a major capital acquisition by Siberian Wellness

This year marks the implementing of a strategy that one of our oldest companies has been working on diligently in order to present an expanded product portfolio to the market. Simultaneously, this company is also finalising the rebranding process in order to preserve its identity while demonstrating to new brands its commitment to uncompromising quality.

We would firstly like to congratulate you on Dahlia’s 100th anniversary this year, and then ask what your secret is?

— Thank you! A century of operations is indeed an impressive milestone that places an exceptional task ahead of us—to justify the trust of our customers and show them that we still genuinely care. It has been just over a year since the completion of Dahlia’s acquisition by Siberian Wellness, and this centennial year, which we are celebrating on 8th March, will be the year of implementing our strategy that we have been working on diligently to present an expanded product portfolio to the market and customers.

Our priorities have been successfully rebuilding customer trust in well-known brands, coupled with the formation of a great team of professionals dedicated to achieving all set goals. We have integrated the expertise of the parent company, Siberian Wellness, to maximise our potential, while local production of certain Siberian Wellness prod-

We have integrated the expertise of the parent company, Siberian Wellness, in order to maximise our potential

ucts has provided us with stability in supplying cosmetic products to the markets of the European Union and Turkey. Concurrently, we have successfully launched new brands, expanded the range of existing Dahlia brands, improved product composition and introduced entirely new lines.

Your slogan is “Dahlia Cares”, while quality is your hallmark. Alongside the combining of tradition and innovation, is this

the winning combination that makes you competitive?

— We are committed to creating an enhanced portfolio of Dahlia skincare products that combine the strength of tradition and modern technology. We are finalising the rebranding process in order to preserve our identity, while we simultaneously want to show new brands that we remain committed to uncompromising quality. Under the slogan “Dahlia Cares”, we have shown the synergy of everything that is important to us as a company: caring for a tradition that has lasted a century, ensuring the quality that is our hallmark, but, above all, caring for people and the world around us.

Given that we know that you’ve already launched new lines and expanded the range of existing Dahlia brands, we assume that you entered this year with great ambitions. Could you share some of those plans with us?

— We have already launched three new products from the Teen Skin line and four from the Cool Kids line. We will soon introduce the new Botanika line, followed by the ‘Da! by Dahlia’ collection and a premium baby care line - Baby Care. Our product range will thereby target all consumer categories, from babies and toddlers, through teenagers and the whole family, to mature women.

We will introduce an exclusive premium line by the end of this year, with which we will crown the centenary of our existence. This will be the epitome of everything we nurture – we remain committed to maintaining high standards and fulfilling the high expectations of our consumers.

A Full 20 Years at the Top

Dragomir Lazović

Owner and Managing Director, Matis d.o.o. Ivanjica

Ivanjica-based company Matis has achieved continuous success on the domestic and more demanding European markets over the course of a full two decades, thanks to its top quality, outstanding selection of furniture and excellent prices

CorD Magazine spoke to the man behind and at the helm of this Ivanjica giant about the vision and secret to creating a major domestic brand, the importance of investments in people, equipment and technology, entering the construction sector and the construction of the luxury Rozeta complex on Kopaonik.

You last year celebrated a major jubilee marking 20 years since the company’s establishment. Could it be said that your success is the result of the work of everyone comprising the company, doing business responsibly and preserving traditional values?

— Absolutely! The way in which this question was posed actually also provided the full answer. The essential segment in the functioning of our company is our investment in people. The principle of creating a positive atmosphere, dedication to good interpersonal relations, as well as the improvement of the most modern training methods,

are key sustainability factors. We are a system that has persevered for a very long time, and it is precisely this segment of the sense of belonging to the company and looking to the future of the company that is our major result that has manifested in success.

By insisting on top quality, an exceptional selection of furniture and excellent prices, you have acquired an excellent reputation on the extremely competitive Serbian market. How did you also conquer Europe? Are they even more demanding?

— The relentless charge of the world economy at the global level compelled us to think deeply about our product range. We have endeavoured to ensure that all our factories are equipped with the latest CNC technologies. It was precisely through the conception of good technologies and good design solutions that we succeeded in creating a range able to rival all the world’s manufacturers. Good sales teams, both in Serbia

and on export markets, have done an outstanding job of covering the market both in terms of goods and marketing. That was a very difficult job, particularly abroad, but European clients quickly realised that we are an extremely responsible company in all segments of our business.

Over the course of these two decades, Matis has become a major brand and the flagship of Serbian industry and trade. How did you end up venturing into construction – given that you’re building an apart-hotel on Kopaonik?

— Although the serial production of furniture is the main business of the Matis Group, we decided on this large co-investment because Zetagradnja from Podgorica, which is perhaps the largest company in the construction field in the Balkans, stood behind us as a partner. The Rozeta resort and residence on Kopaonik is a huge investment. It could be said that it’s also the biggest development at the very centre of the biggest ski resort mountain in Serbia. This complex should serve as an example of what tourism potential should look like at the highest world level. Of course, it will be enriched with an interior that will be created by the Matis company. When everything is summed up, I’m certain that the Rozeta complex will provide an immeasurably beautiful feeling to every apartment owner or user, but also that the facilities that we will offer will be enjoyed by everyone.

Sales contact: +381 11 41 24 944; email: prodaja@rozeta.rs; website: www.rozeta.rs

What is important for us is that Milbauer not only sells its products, but also manufactures them here

H.E. Anke Konrad German Ambassador to Serbia

“Don’t Get Phished” Campaign by Addiko Bank Wins Special TOP50 Award

The educational campaign “Don’t Get Phished,” launched by Addiko Bank in 2023 with the aim of educating the population about phishing and all the dangers lurking on the Internet, has won the special “Digital Safety” award presented by PC Press magazine as part of the Top 50 awards for the best things on the Internet. For the 27th consecutive year, the Top50 selection by PC Press scours the domestic internet landscape to find, affirm, and support websites, applications, and social media accounts that have demonstrated functionality, timeliness, quality content, and standout design in the previous year.

Mömax Marks Its Entry into the Serbian Market

Matijević and Global

Giants

Dominate Land Serbia’s Land Ownership

In an ambitious move set to redefine retail dynamics in Serbia, the esteemed Mömax retail chain, operating under the auspices of the Austrian conglomerate XXXLutz Group, has officially declared its foray into the Serbian market. This strategic expansion is poised to enrich the local retail landscape with a fresh avenue for quality furniture and home decor. Scheduled for a grand unveiling at the end of May, the inaugural Mömax outlet in Belgrade is a testament to the brand’s commitment to establishing a strong foothold in the region.

In a comprehensive survey of land ownership in Serbia, it has unveiled that Industrija mesa “Matijević” leads the league as the country’s paramount landholder, a revelation that underscores the significant shifts in agricultural dominion within the Balkan nation. Not far behind, a medley of both domestic and international entities, including the UAE’s Al Dahra, Delta Holding, and a series of other notable companies, form the echelon of Serbia’s agricultural elite, according to Forbes. “Matijević”, with its robust arm “Matijević Agrar”, presides over an expanse of 36,000 hectares across Vojvodina and an additional 2,000 hectares in Croatia, with a staggering 33,000 hectares under direct ownership.

Serbia attracts more than two-thirds of all investments in the region, and more than half of the region’s exports come from Serbia

Marko Čadež President of PKS

Coca-Cola HBC Named The Most Sustainable Beverage Producer In The World

MEGGLE Serbia and Silbo Sign Cooperation Agreement

Coca-Cola HBC has been named the most sustainable global company in the beverage production category for the seventh consecutive year according to the Dow Jones Sustainability Index for 2023, which represents one of the leading global standards for corporate sustainability. This marks the 13th consecutive year that Coca-Cola HBC, including Coca-Cola HBC Serbia, has ranked among the top three on the list. Thanks to its dedication to combating climate change and protecting water resources, Coca-Cola HBC has also been ranked as an industry leader on the CDP list (Carbon Disclosure Project, which measures a company’s performance in the field of climate change), joining a small number of companies that have achieved a double A rating - for climate and water.

MEGGLE Serbia and Silbo have signed a cooperation agreement in the distribution and wholesale of MEGGLE products in retail and hospitality in Serbia. By establishing an agreement for the distribution of the dairy assortment of the company, which has been operating in our country for 13 years, the path to strengthening the presence of the MEGGLE brand in the domestic market has been opened. Marjan Vučak, CEO of MEGGLE for the Southeast Europe region, emphasized that, in addition to maintaining product quality and introducing innovations, retaining customer trust also requires continuously improving accessibility and maintaining direct partnerships with key trading partners.

HONOR Debuts All-new “AI for All Scenarios” Strategy At MWC 2024

HONOR announces the global launch of the HONOR Magic6 Pro and the AI PC HONOR MagicBook Pro 16, demonstrating its innovative open collaboration that paves the way into the AI era. Global technology brand HONOR has unveiled its new strategy for all scenarios by introducing AI-enhanced experiences that enable collaboration across multiple operating systems, as well as AI with a focus on human intentions, alongside a range of smart devices in collaboration with global partners. During its keynote, HONOR not only announced the global launch of the HONOR Magic6 Pro but also its latest AI PC, the HONOR MagicBook Pro 16, which are equipped with HONOR’s platform-level AI for a more human-centric experience.

Dedicated to Excellence

Marica Bošković Petronijević CEO, Work Space One

Work Space One is equipped according to the highest technical standards, with perfect functionality and an interior that differs from all other spaces of this type in the city. That’s also why it’s the most sought after

This month we speak with Work Space One CEO Marica Bošković Petronijević about the coworking concept as a powerful solution for companies of all sizes that is mainly used by young people and fledgling businesses, the importance of the credibility of the owners of such premises and the “business neighbourhood”, but also this company’s ambitious plans.

The first coworking space in Belgrade opened almost two decades ago. Do you think our market is well-acquainted with all the advantages and benefits of this concept?

— We are today witnessing extraordinary changes in the way the business world works and thinks. The trend in shared coworking spaces and renting individual offices is irrefutably on the rise, and the advantages of this concept are becoming ever more evident. The continuous increase in the number of new spaces embracing a similar concept is evidence that the market not only acknowledges this idea but also embraces all the advantages offered by this contemporary approach to work.

How do your three spaces differ?

— Our business’s development took place in the period between 2020 and 2023, and all three spaces that comprise the recognisable Work Space One (WSO) collective are housed in the same building: New Belgrade’s Green Heart complex. It is unique in terms of technical equipment and the MO. Each of our

new spaces have respected the experiences of their predecessors and we have endeavoured to ensure the new solutions are always better. Setting them apart are diverse interior arrangements that echo present-day trends, inspired by our commitment to consistently provide an authentic and contemporary ambiance. WSO has at its disposal 52 modern-equipped offices, each of which is designed in such a way as to exude the natural light that’s essential for optimal productivity. In addition to this, we also offer a coworking space, four top notch meeting rooms, fully equipped kitchenettes, relaxing chill-out zones and landscaped outdoor green areas. The interior solutions that we apply are characterised by an identity of their own, while they support the latest design trends and offer an ambience that’s comfortable, but primarily a working environment, all of which make the WSO brand recognisable.

What are all the factors determining that clients will use your office space, which you found inspiration for in London?

Apart from a premium location and the high level at which they are equipped, what are the other main criteria?

— Clients choose to stay with us because we offer them nothing less than the best. The reasons are undoubtedly in the space’s high-quality, comfort and aesthetic recognisability. We are proud that we offer an exceptional business service and our clients highly rate our level of commitment to them. Our location is prestigious and has a professional atmosphere, which ensures that we are the right choice for all business needs. Moreover, our dedication to continuous improvement means that we seek regular feedback from our clients to ensure that we are able to satisfy and exceed their constantly advancing expectations.

How are your experiences with long-term clients, i.e., with companies that have been operating out of the Work Space One coworking centre for four years?

— The WSO business portfolio encompasses 50 companies, ranging from independent entrepreneurs, via SMEs, to representative offices of major global companies. The possibility of daily encounters and informal discussions, but also the interlinking of ideas within the scope of the gatherings that we organise constantly, represent an excellent foundation for connecting businesses. During daily coffee breaks, while tasting homemade cakes and good wines, space for collaboration opens up. The coworking space predominantly caters to young individuals and emerging enterprises. Within this environment, interactions are notably heightened, facilitating quicker and more successful establishment of business connections.

What are the advantages of the fact that WSO is located in the Green Heart business complex, which is under the ownership of a renowned company that has global influence and a good reputation as a real estate industry leader?

— In the realm of business, every factor influencing operations holds significant importance.. Opting for New Belgrade means selecting our prime location. It’s widely acknowledged that people prefer conducive working environments, a practice endorsed globally as optimal.

The credibility of a facility’s owners is also important, as is the “business neighbourhood”. Moreover, our strategic location within the framework of the Green Heart complex provides easy access to amenities, transport options and the rest of the business community.

What does the future hold for the coworking concept?

— In today’s rapidly developing business world, and particularly in the post-Covid era, flexibility is an absolute essential. With economic conditions that are changing constantly, coworking has emerged as a powerful solu-

Work Space One has at its disposal 52 modernequipped offices, each of which is designed in such a way as to exude the natural light that’s essential for optimal productivity

tion for businesses of all sizes. At WSO, we offer a world-class coworking experience that enables the owners of businesses to expand their office space as their business growsor to downsize if they encounter a period of slowdown or lack of growth. Additionally, our flexible membership options and adaptable workspace solutions satisfy the diverse needs of our clients, enabling them to adapt quickly to changeable market conditions.

We harbor ambitious aspirations for the future, firmly believing that our emphasis on quality, professionalism, and dedication will enable us to achieve these objectives. Despite the numerous challenges that confronted us in 2020, the year of our emergence, we achieved significant strides in our business on two occasions, and we will continue to do so. Our success testifies to our determination and ability to adapt to changing times. As we look to the future, we remain dedicated to innovation, sustainability and excellence in all aspects of our operations.

Regional engine of e-commerce

Ljiljana Ahmetović Shoppster CEO; Member of the Managing Board of Dexpress; President of the eCommerce Association Serbia

Shoppster has been recognized from the outset as the largest online marketplace, where you can find almost anything. For the second year in a row, it achieved a 100% growth in turnover and expanded its assortment with over 120,000 products

TLjiljana Ahmetović, CEO of the largest online platform in the region, speaks to CorD Magazine about plans for the coming period. These include expanding their offer, introducing new payment and delivery models, improving communication with customers and launching the largest affiliate programme in our country. She talks of the importance of improving laws and regulations to bring Serbia closer to developed markets, experiences from Slovenia, but also about about the importance of awards they have won in the last three years,

Behind you is another extremely successful year in which you recorded growth in both turnover and range.

— Last year was more than successful. For the second year in a row, we have achieved a 100% increase in turnover, we have expanded our range with over 120,000 new products in 25 categories, we have increased the base of regular customers and long-

Serbia is seeing a faster turnover growth in the eCom industry compared to the more developed countries of south-east Europe that have already gone through this phase

term suppliers and associates, our team has grown and we have won all the most important awards in e-commerce and marketing. The All in One Place campaign summed up everything that Shoppster is, and met with exceptional reactions from the professional public and customers.

Can we say that Shoppster started a whole chain, an entire eComerce ecosystem?

— That’s right. It will turn out that Shoppster is a base for gathering and connecting buyers and suppliers, small entrepreneurs and world-famous brands and manufacturers, couriers who always deliver the best quality products at the right time. In just three years, Shoppster has become the favourite one-stop shop, a safe and reliable partner. But it is also a place where the most respectable experts in the field of e-commerce, who until yesterday worked in global companies, can continue to develop their skills on the local market and create e-commerce markets in Serbia.

Membership of the European Union and single market helps countries in our wider environment to develop eCommerce faster. Where are we? What is our position in the region?

— Doing business outside the European Union certainly reduces the potential of this industry, but as in other activities, Serbia strives to take over the good practice of more advanced eCom countries. Serbia records a faster turnover growth in the eCom industry compared to the more developed countries of south-east Europe that have already gone through this phase of growth. The number of eCom sellers in all categories is growing, the eCom experience is improving, and at the same time eCom penetration is growing. Given that Shoppster also operates in Slovenia, I can testify that Serbia is catching up with the countries of the European Union on many measures. The work of the E-commerce Association, of which I have recently been the head, makes an important contribution to education, networking and exchange of experience in the eCom industry, besides arranging an appropriate business environment and climate. In the eCom Association of Serbia we are working on preparing proposals to improve laws and regulations that

The Serbian and Slovenian Shoppster teams cooperate constantly and every day, both in operations and marketing

should contribute to bringing us closer to developed markets even faster.

Shoppster operates successfully both in Serbia and Slovenia. To what extent do you manage to transfer experiences, good practices and initiatives from one country to another, related to both staff and partners?

— The Shoppster teams cooperate constantly on a daily basis, in both operations and marketing. We exchange experiences, ideas and initiatives every day, which contributes positively to the work of our company on both markets.

At the end of 2023, you received two prestigious awards at the Festival of Integrated Communications, and even three valuable recognitions at the Hot Spot eCommerce Awards. Awards are not an end in themselves, but they say a lot...

— When we received the awards, I had the need to congratulate and reward our team, but I also pointed out that the awards are, in a way, an obligation to continue the changes and innovations we have started and to be even better. It is not easy, but it is motivating. They are really flattered by the recognitions of the professional public, and especially the comments of customers at all touch points.

The e-commerce market in Serbia continues to grow and, judging by the statistics, this trend will continue in the coming years. What does this mean specifically for Shoppster?

— In just three years, Shoppster launched the online trade market in Serbia and got it moving. We just have to wait and see what you will do in the next three years... Let the market have its say. We are working to remain the favourite one-stop-shop: we are expanding our range, introducing new payment models, new delivery options, continuously improving communication with customers and the experience of shopping on the platform, launching new sales models such as the largest Serbian affiliate programme. And you still follow shoppster.rs because you spent more than 15 million minutes with us last year.

Serbia’s Favourite Courier

Nikola Riznić Director, D Express

Thanks to state-of-the-art equipment and technology, excellent organization and a strategic partnership with Shoppster, D Express has for years been considered the most modern courier service

As consumer habits and needs change, we introduce new services. This is how the first network of parcel machines was created and card payments were introduced – says Nikola Riznić, announcing continuous investment in staff training, the latest technologies and careful planning of operational processes, to keep his company the best and fastest courier service in the region.

D Express has for years been considered the most modern courier service. What lies behind your dominance, apart from the fact that you brought to the market the most modern equipment and technology, and excellent organization?

— D Express stands out as a state-of-the-art courier service not only because of its technical equipment and organization, but also because of its continuous focus on innovation, efficiency and commitment to providing a superior customer experience. The key strength of a company lies in its staff, who are the core of any successful organization. D Express pays great attention to improving the skills and knowledge of its staff through various training and education programmes. In this way, we create a working environment that supports and encourages the growth and progress of each individual. We believe that a happy and motivated team is the key factor in achieving outstand-

ing results and maintaining the high level of service we provide our customers.

How has the strategic partnership between Shoppster and D Express since 2021 improved the services of both companies and the satisfaction of their customers?

— This partnership has enabled synergy of resources and expertise, which has resulted in improved logistics, faster and more reliable deliveries and a wider range of services, which have contributed to greater customer satisfaction. More precisely, through cooperation with Shoppster, we have achieved better insight and understanding of the eCommerce market, and this has ultimately resulted in the development of services from which both our clients and their customers have direct benefits.

Do you introduce new services as consumer habits and needs change?

— D Express launched a revolutionary parcel machine network service in 2020, in response to how customer needs changed during the pandemic. This innovation allows users to pick up their parcels in a fast, simple and safe way, using one of 170 parcel machines spread across 60 cities in Serbia, including petrol stations, supermarkets and shopping centres. Parcel machines are available 24 hours a day, offering convenience and flexibility in picking up packages, which has transformed the online shopping experience.

You have also introduced the option of paying by card when you pick up a Shoppster

We are a unique Balkan courier service that stands out for technological innovation – one example is the automatic shipment sorting system

shipment from the courier at the delivery point. Does customer satisfaction, and therefore your success, depend on such services?

— Introducing the option to pay by card directly affects customer satisfaction, improving their experience and facilitating the transaction. This innovation is not only a reflection of technological progress, but the result of a deep understanding of user needs and preferences. All D Express, couriers now carry payment card terminals with them, which indicates the company’s willingness to adapt to changes in the market and to continuously strive to improve the customer experience.

Users can pick up parcels quickly, simply and safely using one of 170 parcel machines spread across

60 towns in Serbia

In addition to eliminating the need for cash, this added convenience provides users with a sense of security and convenience, resulting in greater satisfaction and loyalty. Given the growing trend of cashless payments and the increasing use of payment cards, this initiative is not only a response to current needs, but also an anticipation of future market demands, which further confirms D Express’ commitment to continuous improvement of services and to creating a positive user experience.

Today, do courier companies focus more and more on automation and new technologies?

— There is a huge difference between the courier services of 10 years ago and today. Courier companies today are increasingly technologically oriented, with a focus on process automation and the

The ability to pay by card when you pick up a shipment directly affects customer satisfaction and facilitates the transaction

application of new technologies to optimize operations and improve customer experience. D Express is a unique courier service in the Balkans that stands out for its technological innovation. One example is our automatic shipment sorting system. Instead of manual sorting, we use automatic sorting belts that enable faster, more precise and more efficient sorting of shipments. This technological transformation enables us to provide high-quality service with greater speed and reliability, which is essential to remain competitive in today’s digital age.

Competition is ever sharper, including unfair competition. Do you believe that even in such conditions you will manage to remain the best and fastest courier service in Serbia and to justify all expectations and recognitions?

— Despite increasingly strong competition, D Express continues to stand out as a leader in the courier service industry. Our commitment to innovation and improving service quality has resulted in our second consecutive win of the prestigious Hotspot Favourite Courier Award. This award is not only a recognition of our outstanding service, but also a confirmation of the trust our customers have in us. Continuous investment in staff training, implementation of the latest technologies and careful planning of operational processes allows us to remain the best and fastest courier service in the region. Our vision remains the same: to provide an outstanding delivery experience that exceeds our customers’ expectations and makes us the undisputed industry leader.

Business Dialogue

€475M in grants funnelled through the WB Investment Framework and the EIB’s Economic Resilience”

Kyriacos Kakouris

the EIB Vice-President overseeing the region

Croatia’s Business Elite Celebrated at Prestigious Manager of the Year Awards 2023

Zagreb’s illustrious Esplanade Hotel was the stage for the 33rd annual Manager of the Year Awards, hosted by the Croatian Association of Managers and Entrepreneurs (HUM-CROMA). The gala evening saw the crème de la crème of Croatian business gather to honour their peers, with 11 distinguished awards bestowed upon leaders who have demonstrated exceptional entrepreneurial spirit, enthusiasm, and a commitment to professional, ethical, and responsible management over the past year. An independent jury, composed of seasoned business leaders, members of HUM-CROMA’s Executive and Management Boards, academic representatives, media figures, and members of the Croatian Business Council for Sustainable Development, alongside previous award winners, had the formidable task of selecting this year’s laureates.

Belje Targets Expansion in European Markets

In a bold stride beyond its domestic stronghold, Croatia’s ABC fresh cream cheese is charting new territories across the European continent. Spearheaded by the esteemed Belje company, this flagship dairy delight has now graced shelves in ten European nations, with Hungary, Spain, and Malta being the latest additions to its burgeoning market map. Already a household name within Croatian borders, ABC’s dairy delicacies have commenced their journey into Hungarian retail, with the initial batches en route to the sun-kissed shores of Spain and the historic isles of Malta. This expansion not only underscores ABC cheese’s pivotal role in Belje’s export arsenal but also marks a significant chapter in the company’s international odyssey.

Ljubljana Unveils €36 Million

State-of-the-Art Biotech Hub

In a significant stride towards bolstering its scientific infrastructure, Slovenia inaugurated the cutting-edge Biotech Hub in Ljubljana on February 12, representing a substantial €36 million investment aimed at enhancing research and innovation capabilities. Maja Ravnikar, the esteemed director of the National Institute of Biology, heralded the opening as heralding a “new era of scientific exploration, innovation, and business collaboration,” during the ceremony. The Biotech Hub, known formally as BTS-NIB, is poised to revolutionize the institute’s research landscape, facilitating exceptional research, the integration of advanced equipment, and fostering both international and local collaborations with academia, government, and industry.

“Seventeen years in the waiting room of the EU seems a prolonged affair, yet our resolve remains unshaken”

Stevo Pendarovski President of North Macedonia

Bosnia Greenlights Balkans’ Largest Solar Park in €50M Hungarian Investment

In a notable stride towards green energy in the Balkans, Marko Kubatlija, the interim chief of Bosnia and Herzegovina’s Agency for the Improvement of Foreign Investment (FIPA), has convened with emissaries from “Lugos Renewables”, a Hungarian enterprise. This meeting was aimed at discussing the ambitious venture of erecting the largest solar park in the Balkans, stationed in Trebinje, with an investment surpassing the 50 million euros mark. This venture marks a significant collaboration between the Hungarian entity and “Elektroprivreda Republike Srpske”, amalgamating into a joint holding. The focal point of this initiative is a solar power facility in Trebinje, boasting a capacity of 73 megawatts-peak, strategically located near the borders with Montenegro and Croatia. This phase is a continuation of a broader project blueprint, according to FIPA’s disclosures.

EIB Global Boosts Western Balkans with Record €1.2 Billion Investment

This infusion of capital is earmarked for a slew of sustainable and energy transition projects, aimed squarely at bolstering the region’s alignment with the EU, while enhancing economic stability, climate resilience, and connectivity. Kyriacos Kakouris, the EIB Vice-President overseeing the region, highlighted the strategic deployment of funds under the aegis of the EU’s Economic and Investment Plan and the Global Gateway initiative. These funds are designated to mend the infrastructural chasms and elevate living standards across the Balkans. A lion’s share of the new funds, approximately 58% or €693 million, is allocated to revamp the region’s transportation network, with a focus on safer, more sustainable rail links in Serbia (Belgrade-Niš) and North Macedonia (Kriva Palanka to the Bulgarian border).

Albania’s Central Bank Holds Interest Rate Steady

In a strategic move to combat ongoing inflation pressures, the Bank of Albania has announced its decision to maintain the key interest rate at 3.25%. Governor Gent Sejko highlighted in a recent statement that despite a slight deceleration, with inflation averaging at 3.9% in the final quarter of 2023, efforts continue to align it closer to the bank’s mid-2024 target of 3%. This fiscal caution comes amidst a backdrop of robust economic performance, marked by a 3.5% GDP growth in the third quarter, propelled by burgeoning tourism and a surge in private sector investment, particularly within the services and construction industries. Additionally, the central bank has opted to keep the overnight lending rate at 4.25% and the deposit facility rate at 2.25%, as Albania navigates through its inflationary landscape and seeks to foster sustained economic growth.

Guests Love Innovations

Milorad Janković General Manager, Gorski Hotel & Spa**** Kopaonik

Gorski Hotel & Spa**** starts each new season with a number of innovations and new service packages, and ends it with record-breaking results and satisfied guests. That was the case again this year

One can only count on an increase in the number of overnight stays, and on guests who return time and again and who recommend this gem of the tourist offer to others, if great attention is devoted to each segment of the offer and if considerable funds and resources are invested in maintaining the trend of improving service quality ~ Milorad Janković

How did you begin and end this winter season?

— We had innovations in the food and beverage segment this season, but also in our children’s play areas and our spa and wellness offers. This is something that our guests are already accustomed to and, in a way, expect from us – for something new to await them every year. We devote great attention to each segment of our offer and invest considerable funds and resources in maintaining the trend of improving the quality of our services. We also maintain communication with our guests, because it’s very important for us to know whether or not they really appreciate what we’ve prepared for them. Also testifying to the fact that we are breaking records is the increase in the number of overnight stays year on year, but also – and most pleasing to us – ever more overnight stays among guests arriving from abroad and domestic guests staying with us for the first time. We are proud of the tourism product that we’ve built over the last five years of operations.

You received two major awards at the end of last year: the 2023 Tourist Flower Award for the best mountain hotel and the Taste Award 2023 in two categories. How much do such precious and flattering accolades mean to you?

Our hotels are exceptional, with great facilities, high-quality staff and a good overall tourism product that can rival the world’s top hotels

— These awards and others mean a lot to us, because they are the result of the committed work, enthusiasm, energy and perseverance of the whole team. They are important to us because they are public and, as such, have great power in shaping the attitude of guests towards us and the way they view and respect us, but also our own attitude towards the guests, the hotel and the profession in which we are engaged. For us, these accolades serve to prove that we are doing the right things and that they

are being noticed. It certainly motivates us to go further, to never stand still and to remain energised and active in our endeavours to push the boundaries further in all segments in which we’ve been doing so until now. Considering the expansion of the hotel industry and the prevailing competitiveness among hoteliers, awards are among the greatest drivers for each member of the team to work hard and with passion until receiving the next, even greater recognition.

Kopaonik’s hoteliers are constantly pushing the limits and raising the standards of their operations. And it is thanks to these efforts that our top ski resort has been able to rival the most popular ski centres in Europe, and even outdo the popularity of some of them?

— Precisely! We have surpassed some other winter holiday centres. Just like our esteemed colleagues, we also push the boundaries and standards of the hotel’s operations and it is nice to know that we are pivotal to the overall development of the Kopaonik ski resort. And that really is the case... Our hotels are exceptional, with great facilities, high-quality staff and a good overall tourism product that can rival the world’s top hotels. Aspirations for the period ahead are to ensure that the development of Kopaonik isn’t based solely on the winter season, but rather for Kopaonik to come to life throughout the entire year, considering the fact that a certain level of demand exists for each period of the year, but also that other establishments here are similarly bearers of this development and are contributing their maximum to the development of the destination, with a view to the example of its hoteliers.

To Power a Connected, Smart and Safe Future

Jovan Veljković Company President, LOGO d.o.o.

Since it was founded in 1990, company LOGO has continuously reaffirmed its excellence in creating integrated solutions and its leadership position in the region’s ICT industry

n this interview for CorD Magazine, LOGO’s Jovan Veljković singles out reliability and efficiency in its “turnkey” solutions-based business as its greatest advantages, while he also also emphasises that his company is fully committed to its clients.

IAs a company that continually expands its portfolio and the areas it covers, which sectors are you present in today?

Following the amassing of extensive experience in the industry, we recognised the importance of companies in our field specialising for specific market verticals. And this approach has proven invaluable because a greater focus brings greater value to our clients. The very nature of specialisations ensures that you better understand your clients’ needs, which facilitates the creating of solutions that meet their specific needs. Our primary focus is on critical infrastructure, hospitality, industry, utilities and telecoms, though we’ve also worked successfully in other areas during our 34-year history.

Furthermore, our approach differs from that of the majority of the market because we are able to offer the client a “one-stop shop” approach by providing E2E services and solutions in the fields of information and communication technologies, technical security and multimedia systems, automation and electrical installations.

Could you give us an example of the benefits of E2E services?

The LOGO Experience Centre has enabled us to present to our clients, in direct presentations, cutting-edge technologies and solutions in our industry

Of course... I will give you a specific example: in the hospitality vertical, when our potential client builds a hotel, we are in a position to offer consulting, design, implementation and integration services, including support and maintenance following the completion of the initial project. With this approach, LOGO takes full responsibility for the project. This is particularly important in the hotel industry, from two perspectives. On the one hand, our systems represent the basic tools for managing and running a hotel, and future efficiency thus depends on those tools.

On the other hand, Ekstra Low Voltage systems are fundamental to the experience of the future guests, as an example of this we can state that they are used as an interface in the communication between guests - the external world and the hotel operator. Ultimately, the uniqeuness of this market vertical is found in the presence of standards created by the globally present hotel chains. It is our job to help investors navigate through them by offering solutions that meet those standards, while optimizing the cost to fit budgets set by the investors.

LOGO has established a cutting-edge Experience Centre in the area of weak electricity currents. What reflects its significance?

— Setting up LOGO’s state-of-the-art Experience Center represents our commitment to the cutting-edge technologies and solutions in our industry.

With this experience center we have created an enviroment in which we truly brought our solutions closer to our clietns – giving them meaning and demonstrating our competence in executing our proposals. Furthermore, having demo systems and equipment on site available allows for better education and preparation of our engineers. This gives us the capacity to set a testing enviroment where we can test solutions prior to bringing them to our customers, which is something that really sets us apart.

Finally, we believe that such an investment, which just from the perspective of services – was more than 35.000 manhours of our colleagues, makes it easier for our potential customers and partners to understand what LOGO is about, and as such it sets a bar for the comittment levels that we have towards our purpouse as a company.

Elegance, Authenticity & Hedonism

Vanja Desmonde

General Manager of Viceroy Kopaonik Serbia Hotel

At Viceroy we’ve combined the essence of luxury with the natural beauty of Kopaonik, and our nomination for the Michelin key award only confirms the success of our operations ~ Vanja Desmonde

The opening of the first five-star hotel on Serbia’s Silver Mountain –Viceroy Kopaonik Serbia – less than three years ago served to improve the overall tourist offer with new gastronomic experiences, a unique design and relaxation facilities that weren’t previously available on Serbia’s most popular mountain. Here we discuss the Viceroy vision and future plans for the hotel with Viceroy Kopaonik Serbia General Manager Vanja Desmonde.

You’ve been at the helm of major hotels around the world, including hotels that belong to renowned chains, but also small, independent, almost family-business ones, and as of recently you’ve been at the head of Hotel Viceroy Kopaonik Serbia. How did you end up taking the reins at Kopaonik’s most luxurious hotel?

— My motto of seeing an opportunity to create something extraordinary in every detail suited the Viceroy vision, which is to create the best memories for our guests, providing them with the unforgettable experience of a five-star stay. I believe that Viceroy Hotels & Resorts recognised in me the leadership prowess and organisational skills that I’ve acquired over my 25-year career in the hospitality industry. I’ve lived and worked in the UK, Russia, Georgia, Belarus and Czechia, and spent the longest time at the Marriott and InterContinental hotel chains. I’m now focused on the subtleties of the operations of Viceroy Hotels, which re-

late to innovation in gastronomy, as well as the provision of intuitive services that are unrivalled, in order for this hotel to continue setting new standards on the market.

This hotel is described, among other things, as an “alpine adventure with contemporary Western vibes” and as a “luxurious and modern building that simultaneously testifies to the Viceroy brand and guests who value originality”. Would you agree with that?

— I think that’s the right description and that our guests would agree. Carefully selected details bring a touch of West Coast glamour to this sunny mountain, alongside a local cultural and gastronomic stamp. I believe we’ve found the ideal measure of elegance, authenticity and hedonism, and confirma-

tion of that is provided by our nomination for the Michelin key, which represents great recognition for Viceroy Kopaonik. We are the only Serbian hotel outside of Belgrade to find itself on the prestigious list of nominees on the basis of criteria such as quality of architecture and interior design, comfort and level of maintenance, contribution to the local experience, as well as the quality and consistency of services. Moreover, Viceroy is Kopaonik’s only pet friendly hotel and we’ve strove to enrich the offer for furry friends with a special pet menu.

The season is in full swing and Kopaonik is packed with tourists. Are you satisfied with occupancy rates and – more importantly – are your guests satisfied?

— We are extremely satisfied with the number of guests again this season, and the fact that many of them are returning is the best confirmation of their satisfaction. It means a lot to skiers that the hotel is right next to the slopes, but they also enjoy everything that comes in the “package”: our après-ski time with the best cocktails at the Pique Ski Bar; the top gastronomic experience at this restaurant and our other Mountain Kitchen restaurant; spacious rooms with the most beautiful views; our intimate spa centre, library etc. Nonetheless, you are right in saying that expectations are increasingly rising. That’s why we’re here to anticipate their needs, often even before guests explicitly express those needs.

Apart from luxurious accommodation, comfort, top cuisine and natural beauty, what are guests additionally seeking?

Viceroy is the only Serbian hotel outside of Belgrade to find itself on the Michelin list of nominees on the basis of criteria such as quality of architecture and interior design, comfort and level of maintenance, contribution to the local experience, as well as the quality and consistency of services

— That’s what I was just talking about. Guided by the notion that the guest is always at the centre of our operations, we nurture the highest quality of services, endeavouring to adapt the experience of the guests to their individual preferences. From the moment they wake up in their rooms, our guests know that they are staying at a Viceroy. We offer them assistance and recommendations even before they ask for them, for example by arranging transport, making reservations or providing information about local attractions. It is precisely this combination of authenticity, luxury and harmony with the destination in which it is located that makes the Viceroy brand unique.

There’s no time to relax in your job, given that even now, as your guests enjoy the charms of winter, you and your team are already thinking about the next winter season. That’s a major challenge, but also an opportunity to be even better time and again?

— Absolutely! During one season, we work diligently to prepare for the next, in which we always try to be a step ahead of the competition, striving to further advance and perfect all aspects of our services. We monitor the needs of modern travellers in order to create an atmosphere that exceeds their expectations. The feedback that we receive from guests is extremely impor -

tant to us, because that forms the basis on which we constantly improve various segments. The vision of the brand is to remain synonymous with the top hospitality experience while adapting to the market and improving the local community. On these foundations, we are able to promise all our new and old guests an unforgettable world of adventures and modern luxury in the natural beauty of Kopaonik National Park.

A lot has been done over the course of the last decade to improve Kopaonik’s winter and summer tourism offer. Hoteliers have done everything in their domain, but is there anything the state could do?

— A lack of higher quality infrastructure is one of the challenges. Next, we would suggest more intensive cooperation between hoteliers and educational institutions in order to provide the highest possible quality of training for qualified personnel. It is also hugely important to promote sustainable tourism in order for us to preserve natural resources and support the local community in which we live and operate. We must all work on that together in order to ensure a sustainable future for this stunning mountain. Moreover, we should also work together to change the perception of the destination itself, because Kopaonik isn’t only a great place for skiing and winter sports. It offers various attractions throughout the year and I firmly believe that it will be even more attractive in the upcoming seasons, particularly for foreign tourists seeking new life adventures.

“The extent to which Chinese shipbuilding surpasses American is simply incredible”

Thomas Sugart Senior Fellow at the Center for a New American Security

European Banking Titans Surpass €100 Billion Profit Milestone

For the first time in history, Europe’s banking behemoths have collectively breached the €100 billion profit ceiling, fueled by a significant uptick in interest rates that propelled most to record earnings. The aggregate net income of the continent’s top 20 banks, following the publication of their financial outcomes, soared to €103 billion from €78 billion in the preceding year. An impressive three-quarters of these institutions reported the highest profits in their storied histories, according to data amassed by Bloomberg. This surge in profitability has enabled the financial powerhouses to amplify the returns to their investors and bolster their stock valuations. Despite the challenge in replicating this monumental profit leap due to the anticipated ebb in the interest rate surge, a wave of optimism persists among many banks. They anticipate that an increase in fee-based revenues will sustain their growth trajectory.

Cocoa Prices Hit Record High, Chocolate Costs Set to Surge

In a recent surge that has caught the attention of global markets, cocoa prices have ascended to a new peak of $5,970 per tonne, fuelled by concerns over dwindling supplies and the adverse effects of drought on plantations in West Africa, which is responsible for three-quarters of the world’s cocoa production. The price of cocoa has increased by over $1,000 per tonne, or nearly 40% since the start of the year, as the top producers, Ivory Coast and Ghana, grapple with the scarcity caused by drought and the spread of diseases across their plantations. Compounding the issue are the Harmattan winds, seasonal dry gusts that are detrimental to the crop quality and yield. The drought, a consequence of the El Niño climate phenomenon, is expected to exacerbate the situation, potentially leading to a further decrease in cocoa production.

China Pioneers 6G Network Testing with World’s First Satellite Launch

In a groundbreaking advancement, China has announced the successful launch of the world’s first satellite dedicated to testing the 6G network, according to local media reports. Owned by China Mobile, the world’s largest telecom operator, the satellite has been strategically placed in low Earth orbit to facilitate high-speed data transmission. This ambitious 6G network initiative is a collaborative effort between China Mobile and the Chinese Academy of Sciences’ Innovation Academy for Microsatellites. The deployment of such satellites into low Earth orbit is aimed at enhancing telecom signal coverage across terrestrial mobile networks, offering global satellite internet services with increased bandwidth, the company stated in a press release.

“The situation in the Gaza Strip and events related to it also affect Egypt. We are now witnessing a 40-50 percent drop in revenue”

Abdel Fatah Al Sisi President of Egypt

Three Countries Hold Half Of The World’s Uranium Reserves

India Set to Overtake Japan and Germany, Eyeing Third Spot in Global Economy by 2027

India is poised for a monumental economic leap, projected to surpass Japan and Germany to claim the title of the world’s third-largest economy by 2027, fueled by a vibrant domestic demand and a series of transformative government reforms. India is on the brink of surpassing both Japan and Germany to become the world’s third-largest economy by 2027, with its GDP poised to reach the $5 trillion mark, according to forecasts from the Indian Ministry of Finance. Currently positioned as the fifth-largest global economy, trailing behind the United States, China, Japan, and Germany, India’s anticipated leapfrogging over Japan and Germany marks a significant milestone in its economic trajectory.

Australia, Kazakhstan, and Canada possess the largest share of available uranium resources, accounting for over 50% of the total global reserves. Australia stands out as the world’s leading country, with currently discovered uranium reserves exceeding 1.7 million tons (28% of global reserves). The country also hosts the largest single uranium deposit globally, which is also the fourth-largest copper deposit. Despite this, Australia is currently only the fourth-largest uranium producer and ranks fifth in all-time uranium production. Kazakhstan ranks second with 815,000 tons, and Canada is third with 589,000 tons, while significant uranium deposits are also found in Russia, Namibia, South Africa, Brazil, Niger, and China.

The Largest Oil Companies Made Profit of 260 Billion Euros

The five largest global oil companies have made a profit of 260 billion euros since the beginning of the war in Ukraine, which has led to a dramatic increase in energy prices and household bills, announced the international non-governmental organization Global Witness. The British duo, Shell and British Petroleum (BP), achieved a combined profit of 87.4 billion euros, enough to cover all UK household electricity bills for 17 consecutive months. At the same time, European and American companies - Chevron, Exxon Mobil, and Total Energie - have achieved a combined profit exceeding 150 billion euros.

Continuing to Grow and Change the Real Estate Market

Miloš Mitić CEO at City Expert

In accordance with the rapid pace of digitalisation, City Expert has quickly grown to become the leading real estate agency

The transformation of City Expert isn’t merely a response to the needs of the market, but also a revolution in the way business is done in the real estate domain. Speaking in this interview, City Expert CEO Miloš Mitić reveals the key elements of this evolution and the way online apartment sales and rental adapt the market to modern demands.

City Expert has grown quickly from a start-up to the leading real estate agency. Is that just what the market needed? How do online sales and rentals of apartments actually function?

— Since it was established in 2015, City Expert has been developing constantly, responding to market needs and embracing innovations fearlessly. We quickly recognised the dynamics of contemporary society and the ever-increasing need for a simple, transparent and efficient process when it comes to buying or renting real estate. We adapt to market changes and risks while staying true to our vision of transparency towards the client, efficiency and a complete real estate service in one place. In the spirit of these values, online apartment sales and rental have become our trademark.

We’ve witnessed the remarkable expansion of residential construction, rising real estate prices, interest rates, housing loans, numbers of apartments sold etc. How do you view the current market situation? Is stabilization on the horizon?

— Last year we faced challenges caused by a restrictive monetary policy and high interest rates over the past year, which resulted in a significant reduction in demand. The drop in demand primarily affected the existing housing market and led to a slowdown and stabilization of prices. Currently, we are faced with uncertainty, but there is noticeable continued stagnation of prices in the secondary market and a slight stabilization in the new developments market. Looking a bit further into the future, we expect a decrease in the Euribor rate at the beginning of the fourth quarter, which will

likely stimulate increased activity among credit buyers and the market as a whole.

Apart from traditional sales and rentals, City Expert has two other profitable centres: New developments and Credit Advisor. How do they operate?

— Both ‘New developments‘ and the ‘Credit Advisor‘ form part of City Expert’s plan to expand and integrate the full range of real estate services. We also entered into new developments projects with the intention of improving that real estate segment. We currently collaborate with more than 200 investors across Serbia and have become a company that investors can fully depend on. We initiate cooperation by analyzing a potential construction location and the project’s return on investment level, conducting analysis of competitiveness and price, total project branding and marketing, ending with sale and contract compiling. We often like to say that our investor is obliged to build and that we are here to accompany them in all other challenges related to the sale of the project.

Our Credit Advisor service is the latest addition to the company’s portfolio and represents the first and largest financial broker on the Serbian market. The Credit Advisor is an advanced, fully digitalised and free service of City Expert that will help everyone seeking a mortgage or cash loan, as well as real estate, to quickly, easily and safely, and with the help of a personal advisor, reach the best offer. Everyone who’s ever considered buying real estate has found themselves confused by banking terminology, not knowing where to start or simply lacking the time required to devote themselves to searching for the best offer. City Expert’s Credit Advisor solves all of these problems.

Public Dialogue is Crucial to the Future of Mining

Marijanti Babić Country Head Serbia, Rio Tinto

The mining industry continues to evolve through the advance of technology, the raising of environmental protection standards and the way it engages communities that live side-by-side with projects

Mining has been crucial to the development of civilisations for centuries. Today’s high standards of living have been built on mining minerals. Energy for our homes and how we heat them; our mobility such as daily travel; and our food, including the farming equipment that cultivates it; are all dependent on mining. If it isn’t grown, then it’s mined. While the mining industry is crucial to modern lifestyles, modern mining has failed to properly tell its story to communities and the general public.

The green transition is also dependent on mining and critical minerals to electrify transport, and develop energy storage and wind turbines, among other renewable technologies. This means a public dialogue about the merits of mining are crucial.

While the world requires minerals, people need to ensure the highest environmental standards are adhered to, and secure benefits for local communities.

Public dialogue and engagement are crucial to mining

Mining is a complex industry. Engagement with various stakeholders is crucial for the mining industry to ensure responsible and sustainable practices. Open and transparent communication with stakeholders builds credibility and trust. A proactive approach allows potential social, environmental and regulatory risks to be addressed early in the project lifecycle. Engagement with environmental organisations and regulatory bodies ensures the highest environmental stewardship, while engaging positively with stakeholders contributes to improving the mining industry’s reputation and attracts investors, employees and partners.

Dialogue with local communities is essential to fostering collaboration, addressing concerns and ensuring that mining activities contribute positively to the wellbeing of the communities in which they operate

What engaging in dialogue can bring to communities

Collaboration with local communities must lead to mutually beneficial outcomes. The min-

ing industry can contribute to local economic development through job creation, skills training and infrastructure improvements, enhancing the overall wellbeing of a community. It should also ensure that community input is integrated into decision-making processes and enable the tailoring of mining practices to the specific needs of local communities, ensuring that mining operations align with the cultural, social and economic context.

Rio Tinto is improving the way it operates based, in part, on how it cooperates with communities. And communities also gain additional value from that. In Serbia we have learned a lot. We have always strived to be transparent and open to hearing the concerns and inputs of local communities. We could always do better to ensure that the community has the relevant facts about environmental, social and economic impacts and benefits. We’ve spoken directly to more than 2,600 community members following the cancelling of the Jadar Project permits in order to transparently share as much information as we can.

In conclusion, collaboration with local communities promotes shared benefits and joint efforts in environmental protection and sustainable development. Dialogue with local communities is essential to fostering collaboration, addressing concerns and ensuring that mining activities contribute positively to the wellbeing of the communities in which they operate.

We invite our local communities to participate in the dialogue, to get involved and to stand up for everything that’s important for them, to ensure it is undertaken in the best possible way.

H.E. Michal Pavuk

New Ambassador of the Slovak Republic to Serbia

Ambassador Pavuk is Slovak career diplomat with relevant experiences in the Western Balkans, EU Common and Security Policy and Transatlantic relations. Prior to assuming duties as Ambassador Extraordinary and Plenipotentiary of the Slovak Republic to the Republic of Serbia, he served as Slovak MFA’s Director General for Political Affairs. Between 2012 and 2020, on loan from Slo-

Juan José Sanz Aparicio

New Ambassador of the Kingdom of Spain to Serbia

Born on 2nd May 1965, Juan José Sanz Aparicio joined the Spanish Diplomatic Corps in 1995, initially serving as Head of the Ceremonial Service at the General Directorate of Protocol, Chancery and Orders and legal advisor in the International Legal Department of the Spanish MFA from October 1995, before becoming Technical Advisor to the MFA’s International Legal Department in January 1996. His first foreign postings were as Deputy Head of Mission at the Spanish Embassy in Harare, Zimbabwe (from April 1998) and (from October 2002) Consul of Spain in Agadir, Morocco. After serving as Cultural and Cooperation Counsellor at the Spanish Embassy in Stockholm, Sweden, he was appointed Deputy Director General of Justice and Internal Affairs in November 2007 and Deputy Director General of the Gibraltar Affairs Office in October 2008. Following postings as Consul General of Spain in Frankfurt, Germany, and Deputy Head of Mission at the Spanish Embassy in Prague, Czechia, he was appointed Head of Area for Balkan Countries in August 2020… Ambassador Sanz Aparicio is married and, in addition to his native Spanish, speaks French, English and German.

H.E. Nikola Tupančeski

New Ambassador of North Macedonia to Serbia

Born on 16th December 1961, the new Ambassador of North Macedonia to Serbia is a Full Professor of Criminal Law and former Minister of Justice of North Macedonian (2022-’23). He earned his Bachelor of Laws degree in 1986 and his Master of Laws degree in 1995, both from the Iustinianus Primus Faculty of Law at Ss. Cyril and Methodius University in Skopje, after which he acquired his Ph.D. from Russia’s Lomonosov Moscow State University Faculty of Law. He served from 2001-’06 as a representative of the then Republic of Macedonia in GRECO – Group of states against corruption, Council of Europe, based in Strasbourg, and in 2010 became a member of the team responsible for harmonising his country’s legal system with EU Law, while he has worked on numerous other legal reform projects as a legal consultant and key expert. In addition to lecturing in Skopje as a full-time professor since 2012, he has also served as a legal consultant to the Ministry of Justice and was engaged by UNOPS as a capacity building specialist (international cooperation in criminal matters) in 2022. Ambassador Tupančeski is a member of multiple professional bodies and the author of numerous publications. Apart from his native Macedonian and Serbo-Croatian, he speaks English and Russian fluently and has a basic understanding of Albanian.

vak foreign service, Amb. Pavuk served in the European External Action Service in Brussels as member of Western Balkan’s team and as team leader for the relations with the US. In previous diplomatic career, he was posted to the Slovak Embassies in Washington, D.C. and Ankara and worked as the Director for European Policy as well as the Deputy Director for Eastern Europe and Western Balkans. Graduate of the Economic University in Bratislava he expanded his studies in international relations at the Clingendael Institute in the Hague and as Transatlantic Diplomatic Fellow in Washington, D.C. Ambassador Pavuk is married, with two children.

H.E. José Rui Velez Caroço

New Ambassador of Portugal to Serbia

Born in Lisbon in 1968, the new Portuguese ambassador to Serbia studied law at Lisbon’s Universidade Católica Portuguesa, graduating in 1990, before joining his country’s diplomatic service and serving in the Portuguese MFA’s General Department of European Affairs and the General Department of European Communities from 1991-’97. His first foreign posting took him to the Embassy of Portugal in Pretoria, South Africa (1997-2001), after which he served at the Portuguese Representation to the European Union in Brussels (2001-‘05). Returning to the Ministry in Lisbon, he held various senior advisory and directorial positions from 2006 to 2009, when he was appointed Deputy Head of Mission at the Embassy of Portugal to Brazil (2009-‘13) and subsequently served as General Consul of Portugal in Boston, USA, from 2013-’18. Returning home, he held the post of Executive Director of the North South Centre of the Council of Europe from 2018-’20. Prior to his arrival in Belgrade, Ambassador Velez Caroço – a married father of two adult children – served from 2000 as ambassador of Portugal to Guinea-Bissau.

H.E. Mohammed Haj Ibrahim

New Ambassador of the Syrian Arab Republic to Serbia

Born in Aleppo in 1975, Ambassador Mohammed Haj Ibrahim graduated from the University of Aleppo Faculty of Law in 1996, while his education also includes a 2008 Master of Diplomacy in International Law from London’s University of Westminster. He served as diplomatic attaché in the permanent mission of the Syrian Arab Republic in the sixth committee, based in New York, from 2000-’05, while his second foreign posting was as first secretary at the Embassy of the Syrian Arab Republic in London from 2007-’10. After holding the post of counsellor at the Embassy of Syria in Cairo from 2011-’15, he returned home to serve as chief of the Protocol Department at the Ministry of Foreign Affairs and Diaspora from 2016’17. His first ambassadorship (2017-’22) was to Armenia, after which he returned to Damascus and served (2022-2024) as director of multiple directorates at the Ministry. A married father of one daughter and two sons, Ambassador Haj Ibrahim has participated in many international conferences and seminars.

The Future Belongs to the Educated

Nataša Jovanović Lješković Dean of the Faculty of Pharmacy Novi Sad

The Faculty of Pharmacy Novi Sad, Serbia’s oldest private pharmacy college, has the mission of being a leading institution in the educating of healthcare professionals for the 21st century

During the 12 years of its existence to date, FFNS has become recognisable for its professional and dedicated lecturers and associates, who transfer their vast knowledge and skills in an interesting and inspiring way, because it’s a must for educational institutions to be current, flexible and innovative in terms of the knowledge they impart and the methodology they use.

What are the challenges confronting modern education?

— The biggest challenge is perhaps monitoring and responding adequately to the momentous and rapid changes the 21st century is bringing. Take a look at everything being done in the fields of pharmacy, medicine and molecular biology; today we’re all talking about gene therapy, immunotherapy, biopharmaceuticals, personalised medicine, digitalisation and the use of artificial intelligence in diagnosis, prediction, disease prevention and/or therapy selection. Educational institutions need to be relevant, flexible and innovative in knowledge and methodology in order to equip students for the actual needs of the profession and prepare them for new jobs that this accelerated development will bring us in the future.

What it is that makes you different and what are the advantages of studying at the Faculty of Pharmacy Novi Sad?

— I will cite a couple of basic facts that differentiate us, and firstly is a contemporary

curriculum that’s harmonised with EU programmes. Through the modernisation of the curriculum, we’ve provided students with the knowledge and clinical skills required to provide modern healthcare that has its focus on the individual patient. We are the first health faculty in this part of Europe to have introduced subjects like Digital Pharmacy, Rare Diseases, Biopharmaceuticals, Oncology Pharmacy and Professional Development.

We collaborate with more than 70 scientific research, educational and health establishments, institutions, economic and professional organisations

We insist on maintaining a strong connection with the profession, because the success of our mission not only lies in theoretical knowledge, but also in insisting on practical teaching and keeping pace with the needs of the profession. That’s why we collaborate with more than 70 scientific research, educational and health establishments, institutions, economic and professional organisations.

Considering that the FFNS is a regional faculty with more than 1,000 students and 550 graduates that brings together students from Croatia, Bosnia & Herzegovina, Montenegro and North Macedonia, as well as

all parts of Serbia, and that – as of last year – we’ve also had students studying in English, we are characterised by both regionality and internationality, but I must also mention our leadership and good team. In today’s fast-changing society, it is important to have a clear vision and a good team. Academic leaders must, in addition to indubitable excellence in science, have managerial abilities.

What kind of vision do you have for the further development of the FFNS?

— Apart from everything else, the 21st century confirms that which is most important in doing business: the key resource has always been, and will always be, high-quality people. The rest can be replaced by AI and new technologies. I know from my own professional experience that it is good to be familiar with different sectors of business. That experience provides additional skills in terms of situational awareness, communication and the development of a good team. That’s why our team consists of motivated people, decisions are made efficiently and we are very open to cooperation, and therein lies our strength.

Ultimately, our vision and faith in the FFNS’s further development is also reflected in the investment in the new faculty building. With great expectations and enthusiasm, we are announcing that, from September 2024, we will be housed in new, excellently equipped premises, open to creating – together with students, partners and friends of the faculty – new values and collaborations.

Quality Opens all Doors

Goran Janković Director and owner, Inmold Group

Inmold is a second-generation family company with almost 30 years of experience in manufacturing tools. They are planning to open plants, increase staff numbers and give them the training they need

The first man of the Inmold Group speaks to CorD Magazine about the beginnings of his company, which from the first day followed and anticipated customer demands, about how to join the five leading European tool-making companies, about new technologies and breakthroughs in the world’s most developed countries, about youth education serving the needs of the economy and Serbia’s revival – and he proudly announces that his descendants, all of them working for the family company, will quickly catch up and surpass him.

During all these decades you have been adapting to the needs of customers who want nothing but the best?

— Yes, that’s right. I always remember our beginnings and the dreadful situation in the former Yugoslavia. After graduating from the Faculty of Mechanical Engineering, I entered the world of tool-making and plastic parts manufacturing. The demands of the market at that time and the demands of today are incomparable in both professional and financial terms. In the meantime, everything became bigger and more complex. As you say, we always followed the demands of the market, we tried to predict what the trend would be and to do everything necessary in advance to respond to the demands that were yet to come. We succeeded in that, that’s why we we are still here and are considered leaders in this field.

Are you satisfied with the position you occupy today?

— Yes indeed. For the last 30 years we have been moving towards it step by step and now we are among the top five European tool manufacturing companies. I am satisfied with what has been achieved, but I am aware that we must continue to invest in development to survive in increasingly challenging times. It is difficult to get to the position we are in, but it is an even greater challenge to stay there, to exist and continue.

While others look across borders, expecting foreigners to bring us new technologies, industry 4.0, robotics and AI, you at Inmold are exporting it. Has the future already begun for you?

— We produce and export the most sophisticated equipment in Serbia and enrich it with modern knowledge, while other industries import it from abroad. This is why we are very proud, because in this way, besides our personal satisfaction, we feel that we are returning a debt to our country and to Požega, because this is where,

GENERATION OF SCHOLARS

besides our business, we also organize our private lives.

Your products reach five continents and countries all over the world. How do you conquer some of the most demanding markets where there is extremely strong competition? You entered the first league a long time ago...

— Quality is the first item that paves the way for sales on any market. After that comes our engagement in marketing, sales and good relations with customers and our care in solving customer’s problems in the best way. It is important to us that everything is done in the best way in carrying out our work, that we show commitment and dedication to everything the customer requests. It is also important that we provide good support after the work is completed so that the customer feels safe using our products and does not have the feeling that he is left to himself.

As the unofficial founders of dual education in the Zlatibor district, you are in an excellent position to evaluate the effects of educating young people in tune

It is important to us that everything is done in the best way in carrying out our work, that we show commitment and dedication to everything the customer requests

with the needs of industry... Is this the way to revive Serbia and manufacturing?

— I have nothing but praise for the activities that have been carried out in Serbia so far in dual education. Inmold has been in the world of dual education for 15 years. It is one of the most important ways to ensure the right staff for the complex work we do and one of the main generators of progress and development.

We are happy to share our experiences with Serbian companies, but also with companies in Europe. We recommend everyone to start activities in this area as soon as possible, because it is the most logical way to secure

good staff. It takes patience and four years, or even nine if we want university-educated people, but it pays off many times over.

Your daughters Dušica and Nevena, and sons Slobodan and Dušan, young people educated abroad, see their future in their own country and in the family company. Can the second Janković generation surpass you?

— It is a great pleasure and success that my wife and I have attracted the children to return to Serbia, because they have all been educated abroad. They are all in Inmold and already doing responsible jobs. From conversations with colleagues from all over the world and Europe, I know that this is a rare case, so my wife and I are overjoyed. Our children are also doing well in their private lives, they are all married and grandchildren have started to arrive.

The work I have done so far is just the beginning. in future I expect, no, I am sure, that Inmold led by the second generation of owners will be even more successful, and be the pride of me, Požega, and Serbia. For now, we are definitely going that way.

New Tourism Development Horizons

Vladimir Živanović Director of the Zlatibor Tourism Organization

As a mountain centre with outstanding natural conditions, a high-quality offer and diverse contents, Zlatibor has been breaking all records in terms of visitor numbers and overnight stays for years

Serbia’s “golden mountain” proudly bridges the past and the future, preserving that which makes it special. In the search for new development horizons, it remains a faithful guardian of its roots, while simultaneously striding boldly towards the implementation of ambitious projects that the man at the helm of the Zlatibor Tourism Organization tells us about in this interview.

You have just emerged from another outstanding season that saw many records broken. How has Zlatibor become a tourist destination with more than a million overnight stays in a single year?

— Official statistics recorded more than a million overnight stays on Zlatibor during 2023, which represents an absolute record to date and increased the turnover by as much as 40% compared to 2019, which was previously considered as being the best year. According to the Statistical Office of the Republic of Serbia, Zlatibor became the first tourist destination in Serbia – after Belgrade and Novi Sad – to achieve more than a million overnight stays in a single year. As the crowning glory of the major investments, efforts and dedicated work of the Zlatibor Tourism Organization, the end of 2023 saw the arrival of the prestigious Tourist Flower Award, which the Tourist Organisation of Serbia awards to the best organisations.

Zlatibor entered 2024 with new record results and once again confirmed its status as Serbia’s most popular mountain

Zlatibor entered 2024 with new record results and once again confirmed its status as Serbia’s most popular mountain. The first days of this year were marked by a great time on Zlatibor, with a multitude of activities available to its many tourists. The statistical increase in the turnover testifies to

the success of the destination, while the real measure of our success is the satisfaction of all the people who always return with a smile and in pursuit of new memories that last a lifetime. The families who have holidayed on the “golden mountain” for generations, athletes for whom Zlatibor represents an essential destination on their road to success, today’s businesspeople and industry leaders, artists who find inspiration on this mountain etc. – these are the true measure of Zlatibor’s value and continuity.

You said that tourists always return to you with a smile. What entices them so strongly?

— As one of the favourite destinations for visitors of all generations, it offers enjoyment not only in its stunning natural beauty and clean air, but also in many attractions, active holiday options, theme parks, wellness & spa centres, modern flavours and traditional local specialities. Zlatibor has an abundance of accommodation facilities – from the most luxurious five-star hotels to family accommodation in private apartments, guesthouses and rural households.

Alongside all innovations, we never forget that natural riches and attractions represent our priceless treasures. Active holidays are in the focus of interest, alongside the widely renowned Zlatibor locations that are available to tourists year-round, an exceptional gastronomic offer, modern hotels, high-quality private accommodation, as well as 10 organised day trips to nearby sites. Also contributing to the wealth and variety of Zlatibor’s accommodation capacities

tourism organization

are the newly opened BOR Hotel by Karisma and Queen of Zlatibor aparthotel & spa.

Despite construction projects, are you nonetheless striving to preserve the special value of all those widely renowned Zlatibor spots?

— Adding great value to the Zlatibor tourist offer is the Stopića Cave, which is the most visited cave in Serbia, the Staro Selo [Old Village] Open-Air Museum in Sirogojno, representing the heart of Zlatibor’s tradition, the Gostilje Waterfall, as a unique gem of nature etc. There are also the Adventure Park and Dino Park, with many contents for children, the El Paso City theme park and many other Zlatibor attractions that are available to tourists year-round.

Is the gondola lift still Zlatibor’s top attraction?

— Lovers of skiing enjoy the offer of the Tornik Ski Resort, the top attraction is undoubtedly the Gold Gondola, representing the longest panoramic gondola lift in the world, which – with its nine-kilometre-long aerial route – records outstanding visitor numbers that serve to confirm that it has brought a crucial stride forward for Zlatibor tourism. Apart from the aerial ride and “brunch in the air” – serving a light traditional Zlatibor meal in the cable car – tourists are offered a complete experience with numerous activities, both at the intermediate station and at the Tornik peak, where children games in the snow are organised, as well as creative workshops, a tea party at Gondola bar, sam-

The Gold Gondola sets new records month after month and has transported approximately 800,000 passengers since it began operating in January 2021

pling of Zlatibor specialities, daytime parties etc. The Gold Gondola sets new records month after month and has transported approximately 800,000 passengers since it began operating in January 2021.

Even though guests are extremely satisfied with the existing offer, you and your team are nonetheless planning major new projects...

— It is important for us to enable Zlatibor to keep pace with the latest tourism industry trends through the broadest possible range of development activities. Plans include the building of a sports centre and golf course, as well as the “Tornik Tomorrow: Conceptual Horizons - Golden Pine” project, representing a new route of the panoramic cable car from Tornik peak to Pribojska Banja Spa. Zlatibor will shimmer with new glory in the period ahead, because plans also include numerous other development projects that will advance the tourist offer of Serbia’s most popular mountain, and we will endeavour to present it to the entire world in the way it deserves.

Satisfied guests represent the best advertisement, but is that enough?

— You are correct – our satisfied guests are our best promoters, but we don’t rely solely on that. In this era of digitalisation, internet promotions and modern forms of communication, tourism continues to nurture the living word, and it is precisely because of the need for live contact and exchanges of information that tourism fairs around the world have retained their importance. The Zlatibor Tourism Organization proudly presents the true values of the “golden mountain” both in our country and at tourism fairs around the world. Zlatibor presented the new dimension of mountain holidays for the first time with our independent appearance at the 45th International Tourism Fair in Belgrade, and we will subsequently present our potential and offer at tourism fairs in Banja Luka and Sofia.

Serbian Family Companies are Good Employers

Sonja Kapetanović Chief Executive Officer, Schlarafia

Schlarafia is one of the few Serbian companies that has existed for 90 years.

It all started as a craft workshop, so today we are talking about a company that preserves traditional master skills while innovating

The high standards set a long time ago are based on the idea of excellence in materials, workmanship, communication with users... Despite constantly raising standards, the focus is primarily on the people who make up this company, thanks to whom it is an established manufacturer of premium equipment for sleeping

As the person who heads the company, how do you see Schlarafia ’s development?

— Given the scant history of domestic entrepreneurship, we, like most, had a very ‘low start’. Given the nature of the product we market and the dynamics of its demand, it was not expected that our development would be rapid, especially in terms of the market. However, we used this very fact to base Schlarafia on the uncompromising quality of first of all our products, and at a later stage our services. The high standards we have set are based on the idea of excellence, whether in materials, workmanship, the way we communicate with users, all the way to our subsequent care of them.

In your view, what are the greatest challenges in Schlarafia ’s business and what are your main tasks as a leader?

— For many years, the main challenge was the very narrow market segment, against the great determination to maintain the

I think about my colleagues more than about our customers, and this results in our staff of 35 thinking very dedicatedly about our customers.

quality standards of sleep products. The changes were not only due to the growth of purchasing power, but as the scope of consumer habits broadened, investment in high quality sleeping equipment took on a new meaning. After raising the bar of standards and introducing innovative materials and technical solutions, my focus is primarily on the people who make up Schlarafia . I think about my colleagues more than about our customers, and this results in our staff of 35 thinking very dedicatedly about our customers. We managed to make Schlarafia an attractive employer, although the movement of personnel from corporations to domestic companies is generally noticeable.

Schlarafia is an established manufacturer of premium sleeping equipment on the local market. How do you see your contribution to this and what are your further plans?

— I came to Schlarafia from my primary profession and for a long time I thought of this as a weakness, but later it turned out that my experience as a medical biochemist in the management of laboratory diagnostics services grounded me in the skills needed for my current position. Insistence on accuracy and precision, attention to detail, integrative thinking, quick decision-making, synchronizing teams, working with individuals - I acquired all this through my work in healthcare and applied it with ease in the process of modernizing the company. Now that we are leaders on the local market, it is time to confidently expand to foreign markets.

Photo: Getty Images/Bloomberg/David Paul Morris

Steering LinkedIn Through Unprecedented Times

Ryan Roslansky CEO of LinkedIn

Amidst global upheavals, LinkedIn’s

CEO redefines leadership, embracing challenges as avenues for innovation and growth

In the tumultuous waters of 2020, Ryan Roslansky assumed the helm as LinkedIn’s CEO, navigating the professional networking giant through uncharted territories. His tenure began amid the cacophony of a global health crisis, a seismic shift towards remote work, and the ensnaring grip of a supply chain crisis, painting a daunting vista for any leader, let alone one newly appointed.

Roslansky, whose philosophical compass was calibrated by a Shakespearean quote cherished by his father, faced these adversities with a resilience that seemed to echo the bard’s wisdom on character and adversity. His approach was not to merely weather the storm but to chart a course through it, transforming challenges into opportunities for growth and innovation.

Under his stewardship, LinkedIn, a platform that has long served as a barometer for the professional pulse of the world, rapidly evolved. Roslansky’s strategy hinged on what he termed a “skills-first mentality,” a pivot from traditional hiring paradigms focused on degrees and pedigrees to a more dynamic understanding of talent, underscored by capabilities and adaptability.

This shift was emblematic of the broader transformation Roslansky spearheaded within the organization. LinkedIn, under his guidance, introduced new features aimed at supporting its members through the vicissitudes of job markets turned volatile by the pandemic. The company embraced a hybrid work model, recognizing the changing contours of worklife balance and the diverse needs of its workforce.

Roslansky’s leadership philosophy, seemingly influenced by conversations with luminaries like Microsoft’s

dIn through uncertain times but has also redefined the platform’s role in a changing global workforce.

It’s a testament to his belief in the potential for growth in adversity—a belief that has not only steered Linke-

The “tours of duty” concept, initially introduced by LinkedIn co-founder Reid Hoffman, found renewed em-

phasis under Roslansky. It epitomized the company’s commitment to internal mobility and skill development, fostering a culture where employees are encouraged to explore diverse career paths within the organization.

Roslansky’s tenure is marked by a recognition that the most valuable asset any organization has is its people. By focusing on nurturing the skills and careers of LinkedIn’s workforce, he has not only enhanced the company’s resilience but also its capacity for innovation.

In a landscape where disruption is the only constant, Roslansky’s journey at the helm of LinkedIn serves as a compelling narrative of leadership that thrives on change. It’s a narrative that underscores the importance of an adaptive mindset, one that views turbulent waters not as a peril but as an opportunity to redefine the very essence of how business is conducted in a digitally interconnected world.

Satya Nadella and former Burberry CEO Angela Ahrendts, underscores the essence of adaptive leadership.

NEW CHAPTER OPENING

GUIDE TO EDUCATION 2024

86 Census Results Cause Concern

88 We Understand Digitalisation’s Challenges and Opportunities

92 TIcket to the World’s Top Universities

Chartwell International School

94 Happy Children Achieve Excellence

Gareth Evans Head of the BIS Primary School

95 Always Look to the Horizon Jarrod Gaines Head of the BIS Secondary School

96 Laying Strong Foundations

The International School of Belgrade

98 Two Decades of Knowhow

Ivana Vukmirica Baćanović Head of the Ruđer Bošković Secondary School

100 The Pan-European Executive MBA: A unique world-class dual degree MBA at CITY College, University of York Europe Campus in Belgrade CITY College

CENSUS RESULTS CAUSE CONCERN

The Ministry of Education claims to be exerting ongoing efforts to reform education, but census results indicate the need for more work. The “Platform of the Eight Deans” proposes measures for immediate and significant improvements

The recent census has placed the spotlight on the state of education in Serbia, revealing a troubling disparity in educational achievements. Serbia has more citizens who’ve only completed primary education or no education at all than citizens who possess higher education qualifications. Specifically, more than six per cent of the population lack primary education and approximately 18 per cent have only completed primary school. PISA test results indicate that one in three fifteen-year-olds is functionally illiterate, while educational issues emerge as early as the fourth grade.

Concerns deepen as there are doubts over the apparent surge in highly educated individuals, with suspicions over the inflating of questionable or even illegal diplomas since 2011. Experts primarily attribute these negative indicators to inadequate educational policies and staffing decisions within institutions, including the Ministry of Education. Furthermore, Serbia’s budget spending on education as a share of GDP remains among the lowest in Europe.

Adding to the complexity is the perception that education and knowledge no

longer guarantee social mobility and success, due to the emergence of alternative routes through political and social hierarchies. Particularly worrisome is the ongoing decline in the material and social status of teachers, rendering the teaching profession increasingly unrewarding.

Addressing this crisis of education requires a multifaceted approach. Experts advocate in favour of increased funding, suggesting a rise from the current 3.5% of GDP to the European average of around five per cent. Improving the position of teachers is deemed critical, given the pressures, violence, unnecessary paperwork and below-average salaries that they currently endure.

A comprehensive societal debate on the type of education needed in Serbia has been called for, emphasising the im-

THE DECLINING MATERIAL AND SOCIAL STATUS OF TEACHERS IN SERBIA CONTRIBUTES TO AN UNREWARDING TEACHING PROFESSION, WHICH POSES A SIGNIFICANT CHALLENGE TO THE COUNTRY’S EDUCATION SYSTEM

portance of avoiding the hasty enacting of laws and reforms without broad public discourse. While the Ministry asserts that is has been exerting continuous efforts to reform education over the past two decades, the census results suggest that much more work is required.

In this context, the University of Belgrade’s “Platform of the Eight Deans”, featured in this special edition, is gaining recognition for its reasonable and optimistic message. The Platform identifies critical issues in the Serbian education system, highlighting the diminishing dignity of the teaching profession, financial hardships faced by teachers and a decline in the quality of education. It serves as a call to action, emphasising the urgent need to restore dignity to teachers through decent pay, protection and respect. The proposed measures are framed as being viable and capable of creating significant improvements in a relatively short period. This narrative underscores the crucial role of education in Serbia’s future and stresses the Platform’s commitment to immediate and effective solutions to preserve and enhance the education system.

WE UNDERSTAND DIGITALISATION’S CHALLENGES AND OPPORTUNITIES

Serbia is striding towards confronting all the changes dictated by contemporary global trends and is ready to respond to all the challenges in the field of education imposed by digitalisation and the fourth industrial revolution

SLAVICA ĐUKIĆ DEJANOVIĆ

Serbian Minister of Education

Despite artificial intelligence and new technologies presenting new and major challenges to the education system, they also create opportunities, says Serbian Education Minister Slavica Đukić Dejanović. For example, it is a challenge to prepare pupils and students for the jobs of the future, and to prepare schools and teachers to use new technologies in their work and their approach to teaching and learning. That’s precisely why improving teaching content in primary and secondary schools in accordance with the needs set by the advance of artificial intelligence has been established as one of the goals of the Strategy for the Development of Artificial Intelligence in the Republic

In the second education cycle, from the fifth to eighth years of primary school, Informatics and Computing was introduced as a mandatory subject from the 2017/18 school year. Apart from this, fifth to eighth year pupils also have Engineering and Technology as a compulsory subject.

In secondary education, artificial intelligence forms part of the curriculum of several school subjects, mostly elective ones. For example, in the fourth year of high school, alongside other elective subjects, pupils can choose Modern Technology and thus learn about artificial intelligence.

“Given that artificial intelligence plays a significant role in people’s lives, the education system – like all other areas – has also

PEER-TO-PEER VIOLENCE IS A COMPLEX SOCIAL PHENOMENON REQUIRING THE ENGAGEMENT OF NOT ONLY THE EDUCATION SYSTEM, BUT ALSO THE SOCIAL AND HEALTHCARE SYSTEMS, THE PROSECUTION, THE POLICE, THE LOCAL COMMUNITY AND PARENTS

of Serbia for the 2020-2025 period.

That’s why, according to Minister Đukić Dejanović, artificial intelligence has its place in the curriculum within the subjects of Informatics and Computing and Engineering and Technology, while reviews of this theme are also evident in the subject of the Digital World.

The Digital World has been a compulsory subject within the first cycle of primary education from the first to fourth years of primary school as of the 2020/2021 school year. The general aim of teaching and learning in the Digital World is to develop students’ digital skills and thus enable them to safely and intelligently utilise digital devices for learning, communication, collaboration and developing algorithmic/computational thinking.

We will continue to improve conditions for work and learning through the implementing of infrastructure projects for the renovation and construction of nurseries, schools, colleges and dormitories, but also through the modernisation of teaching work and programmes. The Ministry, together with competent institutes and professional bodies, will continue to serve as support to the advancement of education and the teaching paradigm through the creation of a new, modern conception of schools. This naturally also encompasses training for teachers in the most varied fields, the goal of which is to improve the skills of education personnel.

The results of the PISA (Programme for International Student Assessment) survey were the same in 2023 as they’d been back in 2019, and they weren’t overly favourable. What provides reason for optimism over the possible improvement of these indicators?

FOUNDATION

Teachers, expert associates and directors of educational institutions are crucial to creating change and represent our most important resource in modernising the teaching process

PROGRESS

recognised the importance of this segment of development and artificial intelligence has a clear place in the curriculum,” concludes Đukić Dejanović.

To what extent are the opinions of teachers included in education reform processes?

— The work of the Ministry is defined by the Strategy for the Development of Education until 2030 and accompanying Action Plan, and we work in accordance with that, in consultation with all relevant stakeholders.

The priorities include making education even more accessible and increasing the support provided to vulnerable groups, as well as further supporting gifted and talented pupils and students.

— PISA testing can’t be viewed from the perspective of just a single cycle. The results of the PISA 2022 survey were published in December 2023, with that research including the participation of approximately 690,000 students from 81 countries, while Serbia had the participation of 6,413 15-year-olds from 183 schools. They solved tests in reading, mathematics, scientific literacy and creative thinking.

The results for cognitive domains have already been published, while the results in the area of creative thinking will be known by this spring.

Serbia ranks in 40 th place in reading and science, and is 42nd in mathematics, which represents an improvement compared to 2018, when it was ranked 45th in reading and 46th in science and mathematics.

Despite the fact that a proper picture of the education system

We amended legal regulations at the level of primary and secondary education in order to clarify procedures and actions in cases of violence

SUPPORT

Schools need to be provided with direct support through pedagogical instructional work and the provision of mentoring support

isn’t created only on the basis of this result, this survey provides us with an opportunity to compare ourselves with other education systems, and this research should direct our efforts towards creating better, higher quality and more effective education.

The mass shooting at Belgrade’s Vladislav Ribnikar Primary School raised the issue of safety in schools in the most painful possible way. What steps has your Ministry taken to improve safety in schools and to support children and parents?

— Much has changed, starting with the way this school year began. We focused more on discussing virtues and values with pupils, as well as thematic teaching.

We amended legal regulations at the level of primary and secondary education in order to clarify procedures and actions in cases of violence.

PUPILS IN THE FOURTH YEAR OF HIGH SCHOOL CAN CHOOSE TO LEARN ABOUT ARTIFICIAL INTELLIGENCE

This raft of legal amendments envisages the strengthening of the social education function of schools, as well as the implementation of previously established measures to better prevent and more effectively respond and take action in cases of violence in schools. Apart from that, it will also contribute to increasing the responsibility of all those engaged in school life, but will also expand possibilities when it comes to social education work. These new developments also provide the possibility to reinforce social education work beyond school premises with pupils who commit acts of violence or exhibit problematic behaviour, the possibility of work that serves society and the engagement of schoolchildren with-

in the framework of reinforced educational work, shortened deadlines for initiating and conducting disciplinary proceedings in cases of serious violations of pupils’ obligations, as well as postponing the enrolment of pupils in high school while disciplinary

proceedings are conducted. Likewise, it also envisages more intensive cooperation and communication between all institutions dealing with violence – schools, the Interior Ministry, Centres for Social Work, local communities and others.

TICKET TO THE WORLD’S TOP UNIVERSITIES

C H A R T W EL L Towards Excellence

longest-standing private schools in Serbia, which has been striving towards

perienced teachers. Their goal is never merely to teach a lesson or pass on their knowledge, but to show empathy and develop the ability to adapt their methods and incorporate the most innovative, hands-on strategies that truly make a difference in the classroom. Having small-sized classes further adds to their almost individual approach to teaching, discovering students’ aptitudes and developing their potential.

With an awareness that teaching extends far beyond the classroom and academic programme, Chartwell never shies away from organising extracurricular activities for its students and teachers – from daily excursions and theatre or museum visits, to celebrating World Book or UN Day, all aimed at fortifying the school spirit, friendship and great family-like atmos-

phere. Our Poetry Night, End of Year Performance or Charity Bazaar are always eagerly anticipated annual events that bring joy to the whole community.

Therefore, whether it’s through displays of their wits or talents, working hard or having fun, Chartwell International School is a place where students thrive, where they establish life-long friendships and that serves as a stepping stone to future success in their career and life.

GARETH EVANS

Head of the BIS Primary School

HAPPY CHILDREN ACHIEVE EXCELLENCE

BIS has gained recognition from both the UK Department for Education and the Serbian Ministry of Education. The school today spreads across three campuses: one primary and two secondary

The main BIS curriculum is the National Curriculum for England, which is aligned with most leading British International schools. However, it is adapted in many ways to the Serbian and international context.

Over the past 27 years, the reputation of our school, including the enrolment process, has become widely known

Could you walk us through what parents need to do if they wish to enrol their child in the BIS nursery or primary school?

— The first step is to arrange a meeting with the head of admissions, who will walk parents through the enrolment process. Following this, the parents and child will be offered a tour of the school, meeting the head and other teachers, as well as the children. Should parents wish to take this further, then a trial day will be organised to see if the parents and child are happy with what we offer at BIS, as this is a mutual process. Provided everything goes to plan, we then accept the child through the whole academic year. One of the joys of working at an international school is that the children are used to new children joining their classes and newcomers are welcomed very easily indeed; most transfers are seamless.

How does the BIS curriculum cater to both British and Serbian

educational standards, as well as the international standard?

— Our curriculum is tailored to the needs of our learners, many of whom are Serbian. We place great emphasis on our host na -

both native and non-native learners, once their level of English is proficient. Our main curriculum is the National Curriculum for England, which is in line with most leading British International schools. However, it is adapted in many ways to our Serbian and international context.

Your school places a strong emphasis on student wellbeing, fostering a sense of community and cultivating a love for learning. Can you elaborate on why these aspects are prioritised and how they contribute to the academic success of your pupils?

— I believe that it is very important for young children to have a love of learning, to feel happy and safe in school and to want to come to school every day to learn. In facil-

WE BELIEVE THAT IT IS VERY IMPORTANT FOR CHILDREN TO HAVE A LOVE OF LEARNING, TO FEEL HAPPY AND SAFE IN SCHOOL AND TO WANT TO COME TO SCHOOL EVERY DAY TO LEARN

tion and celebrate many Serbian national events. For example, our Serbian teacher presents an annual assembly on Saint Sava. We also engage in many trips and outdoor activities to local museums and landmarks, celebrating the culture and history of Serbia. Our children have the opportunity to study Serbian, which is open to

itating this, their sense of self-esteem and self-worth will grow, increasing their confidence and developing strong characters. This is balanced with increased academic rigour and high standards. In order to achieve excellence, children should be happy. Without happiness, a child will not thrive and achieve excellence.

ALWAYS LOOK TO THE HORIZON

The British International School in Belgrade has offered an education that broadens perspectives and encourages and inspires students to do their best for more than 25 years

The focus of BIS is on providing an engaging and inspirational learning environment and curriculum that lead to fully rounded learners who are knowledgeable, confident and creative, and able to access the finest learning institutions worldwide.

This is your second year as head of the BIS Secondary School and your fourth year here in Belgrade. What motivates you to live and work in the Serbian capital?

— First and foremost, I enjoy working with young people, which brings with it huge rewards and, of course, challenges. When I first moved to Belgrade, I didn’t expect to stay here for more than a year. However, I was really struck by the amazing young people we have at BIS and that had the biggest influence on my decision to stay longer. Our children hail from a number of different countries and have a range of backgrounds, and they offer so much to the school and each other. I will often see students welcoming newcomers to the school; going up to them personally, saying hello and asking interesting questions in order to get to know them. There is a real sense of ‘togetherness’ at the school. Of course, the other crucial factor for me was the people I work with. My colleagues are incredible.

They all put the children front and centre of everything they do and this chimes with the teacher I am. When I considered applying for the Head of Secondary position, I did so already knowing that the staff I would work with are highly professional and dedicated teachers.

What role do extracurricular activities play in BIS and how much importance do you place on this as a school?

— Our focus is on providing an engaging and inspirational learning environment and curriculum that lead to fully rounded learners who are knowledgeable, confident and creative, and able to access the finest learning institutions worldwide. We are fully cognisant of the fact that a rich, robust curriculum only goes part of the way towards preparing our young people for life’s journey. We believe strongly in students moving beyond their comfort zone and adopting a growth mindset. Our extracurricular activities are al-

WE BELIEVE STRONGLY IN STUDENTS MOVING BEYOND THEIR COMFORT ZONE AND ADOPTING A GROWTH MINDSET

ways evolving, but include facilitating engagement with political discourse through the model UN programme. We run filmmaking and photography clubs, as well as offering competitive sports within the school and beyond. Our educational trips include local institutions as well as field study tours to Iceland.

How do you see the British International School changing over the next few years?

— I think we are like any organisation in so far as we should always look to the horizon. We embrace change and are always looking at what we can do as a school to respond to the challenges of today and prepare for the future. We follow the Cambridge International Programme for Science, Maths and English at key stage 3 (ages 11-14) and for IGCSE and A level (15-18). Cambridge does an excellent job of reflecting on its content and updating it for a changing world. In other areas, we have the scope to develop schemes of work that fit not just with British International Schools, but also within the rich cultural context of Serbia. We recently added three more IGCSEs to our programme of study, which we did in response to student demand. I think we will continue to respond to our students and the fast-changing world around us.

We follow the Cambridge International Programme for Science, Maths and English at key stage 3 (ages 11-14) and for IGCSE and A level (15- 18)

JARROD GAINES

Head of the BIS Secondary School

THE INTERNATIONAL SCHOOL OF BELGRADE

LAYING STRONG FOUNDATIONS

Founded in 1948, the International School of Belgrade (ISB) is an independent, co-educational international day school that enrols students from ages three to eighteen

As an authorised IB World School, ISB provides a high-quality, college-preparatory education with an emphasis on internationalism and global responsibility. The curriculum is designed to serve a multi-national student body using English as the language of instruction.

For ISB’s year 12 students, graduation isn’t just a ceremony; it’s the culmination of years of hard work and dedication, supported by a team of committed educators. At the heart of this system lies our University Counseling Office and Diploma Coordinator, who offer personalised assistance with university applications, standardised testing and career exploration. Our team helps students identify their strengths, interests and goals, navigating the often-daunting university selection and application process. With individualised attention and a wealth of resources, students are empowered to make informed decisions about their future academic and professional endeavours.

Beyond academics, ISB’s Diploma Coordinator and teachers play crucial roles. Coordinators offer emotional support and monitor progress, while teachers invest their expertise in each student, ensuring they not only excel academically, but also develop the skills and confidence required to succeed beyond high school. Central to our approach is the recognition that every

student is unique, with distinct aspirations and talents. To this end, our counsellors work closely with individuals to tailor their post-secondary plans to align with their aptitudes and goals. Whether a student dreams of pursuing a career in the arts, sciences, humanities, or any other field, we strive to connect them with opportunities that will nurture their passions and unlock their full potential.

ISB celebrated its 70th year of Excellence in Education in 2018, with thousands of children having passed through its portals of knowledge over the decades since the school was founded. In addition to individualised support, ISB provides opportunities for students to explore their interests and gain real-world experience. Initiatives like the ISB Career Insight Day and visits from university representatives expose students to a diverse range of career pathways and higher education options, helping them make informed decisions

about their future. By connecting students with alumni and professionals in various fields, we inspire them to pursue their passions and seize opportunities for growth and exploration.

The journey towards life after high school begins long before graduation day. At ISB, we understand the importance of laying a strong foundation early on to ensure that students are prepared for the challenges and opportunities that lie ahead. Our homeroom programme is designed to help students develop self-awareness, explore their interests and build a strong academic and extracurricular profile. Through experiential learning opportunities, community service projects and guidance, we empower students to become well-rounded individuals ready to provide meaningful contributions to society.

As graduation approaches, ISB celebrates the journey of its graduating class. This is a moment to acknowledge the hard work, dedication and perseverance that brought them to this pivotal moment. The school’s transition programme embodies ISB’s commitment to nurturing the success of its graduates, preparing them not only for the challenges of higher education, but also for the opportunities and experiences that await beyond. So, as ISB bids farewell to its graduating class, it does so with confidence, knowing its students are wellequipped to thrive in the next chapter of their lives.

TWO DECADES OF KNOWHOW

Ruđer Bošković is a unique educational system that comprises the first private primary and secondary schools to be accredited by the Education Ministry of the Republic of Serbia and the International Baccalaureate Organisation

IVANA VUKMIRICA BAĆANOVIĆ

Head of the Ruđer Bošković Secondary School

Apart from internationally recognised diplomas that open the doors to the world’s top educational institutions, Ruđer’s pupils receive high-quality general knowledge and skills. The learning process also unfolds beyond the classroom, through excursions, recreational classes, student exchanges, daytrips and camps for languages and various sports.

Ruđer Bošković last year celebrated its first 20 years of suc-

cess, and today you have many reasons to be satisfied and proud.

— Our school is characterised by the latest teaching methods, the implementation of numerous extracurricular activities, but also classes limited to 10-20 pupils, while English is the language of instruction. Apart from attending regular classes, pupils can also take advantage of numerous free-time activities in various fields: sport, dance, art (design, choir, film, dramatic art), foreign languages, linguistics, journalism, mathematics, physics, chemistry, history, ecology, chess and much more. The learning process also unfolds beyond the classroom, through excursions, recreational classes, student exchanges, daytrips and camps for languages and various sports.

Our school has also been successfully implementing the International Baccalaureate Diploma Programme since 2006 and our graduates are today studying at prestigious world universities like UCL, Warwick University, the London School of Economics, the University of Hong Kong and Bocconi University.

Is it important to you that your young graduates leave Ruđer fully prepared for their further studies and life in the 21st century?

— We strive to encourage creativity, problem solving, teamwork, entrepreneurship and communication skills, thus aligning our teaching with the competencies required for both further academic studies and the labour market.

It is important to you that your pupils discover their talents and proclivities; that they mutually connect. How do you encourage that?

— Our school has a comprehensive extracurricular programme (Creativity, Activity, Service - CAS), which represents a modern framework for experiential learning that’s conceived in such a way as to engage pupils in new life roles. An emphasis is placed on practical action that doesn’t take place in the classroom and through which activities with real life consequences unfold. After carrying out the activities, the students are tasked with writing down their thoughts about what they’ve learned and how much they’ve been effected by what they’ve done, but also how it impacted other participants in the project. Such activities are aimed at encouraging expansions on, or the application of, that which has been learned in the classroom through regular subjects. This can mean applying scientific theories in the scope of environmental protection or applying technology to design items that will be helpful to certain social groups, such as people living with disabilities and the like.

One of the most important aspects of CAS is cooperating with others, doing joint work on projects, developing an awareness of oneself and others, volunteering and humanitarian work, all of which ennoble one’s personality in multiple ways and encourage self-confidence. The personal initiative and interests of pupils are brought to the fore, so it is actually their ideas that are implemented at the level of the class and passed on to future generations.

We’ve been organising international student exchanges since December 2016. We decided to launch these projects to give our pupils the opportunity to:

* gain international experience and lay the foundations for their future as responsible citizens of the modern world by staying with a host family and familiarising them-

selves with other cultures and customs, lifestyles and worldviews;

* acquire new skills, primarily those related to communication and cooperation, but also to develop a spirit of teamwork and personal initiative and responsibility;

* develop personally in order to be more open-minded, caring, communicative, courageous and predisposed to considering different perspectives.

Tuition fees at your school cover not only the costs of basic teaching services, but also additional services. What are all the elements encompassed by that?

— Tuition fees encompass regular classes, optional classes, seminars and research projects, preparatory classes, all of which are included in basic services, but also nutrition, healthcare and protection, security supervision, IT support, wardrobe services, textbooks, stationery, daytrips, visits and excursions.

world around them by identifying, understanding and using data gleaned from experts or peers. In order for them to approach the learning process with understanding and due attention, we also develop the cognitive skills that are important for the development of creativity and a critical mindset. In developing such skills, our pupils evaluate the quality of various

OUR SCHOOL HAS A COMPREHENSIVE EXTRACURRICULAR PROGRAMME (CAS), WHICH REPRESENTS A MODERN FRAMEWORK FOR EXPERIENTIAL LEARNING THAT’S DESIGNED TO ENGAGE PUPILS IN NEW LIFE ROLES

You often note with pride that your pupils are principled, honourable and well-educated young people. What else characterises the typical ‘Ruđerian’?

— Our pupils approach the contents through a research spectrum. In the knowledge that they have ahead of them a need to handle themselves in a complex world of information, we teach them how to find and interpret it. With the development of their research skills, our pupils learn how to search literature and how to use and evaluate information effectively. Similarly, we also direct them towards exploring the

sources of data, but also the quality of their own learning process. They analyse their own strengths and weaknesses, but also begin considering alternative and creative ways of solving problems. Through cognitive skills, they become active participants in the learning process.

Communication skills are important for our pupils’ public appearances, discussions, written works and presentations. Through these activities, they learn to express themselves clearly, respect the opinions of others and accept feedback. Our pupils practice expressing themselves in multiple languag-

es and respect academic forms of writing. As skilled communicators, they become adaptable to cooperation in different environments, with respect for cultural differences.

Through the development of social skills, our pupils learn to collaborate, delegate duties and take responsibility. It is particularly important for them to respect the contributions of others and understand their own role in the learning process or in a research project. Our pupils know what it means to accept a leadership role, but also how to collaborate and understand one another.

As active participants in learning and research processes, our pupils learn how to plan and organise their time and tasks, but also how to conquer new challenges, understand and overcome obstacles and interpret their own emotions. Through these skills of self-regulation, they develop a healthy and balanced attitude towards their tasks and their own strengths and weaknesses. We support them in this through regular consultations and by devising individual interventions that are able to benefit them, as well as through the careful planning and distribution of responsibilities.

Over the course of these twenty years, our pupils have participated in various competitions and demonstrated that they are talented in many areas. We can so far boast of significant achievements in mathematics, geography, linguistics and foreign languages.

Our school is characterised by the latest teaching methods, the implementation of numerous extracurricular activities, but also classes limited to

10-20 pupils, while English is the language of instruction

THE PAN-EUROPEAN EXECUTIVE MBA: A UNIQUE WORLD-CLASS DUAL DEGREE MBA AT CITY COLLEGE, UNIVERSITY OF YORK EUROPE CAMPUS IN BELGRADE

World-class executive education, two degrees from two leading European universities, three study trips, unique business networking opportunities, a truly international education experience, distinguished academics and business experts, a diverse student body, flexible delivery mode, recognition by official international bodies, specialisation in six different management areas – these are just some of the many features of the Pan-European Executive MBAprogramme offered in Belgrade by CITY College, University of York Europe Campus.

TwodegreesfromtwoleadingEuropeanUniversities CITY College, University of York Europe Campus, , together withtheFacultyofEconomicsandManagementofthe prestigiousUniversityofStrasbourg,jointlyoffersaworldclass,dualdegreeprogrammespecificallydesignedfortoday’s managersandbusinessprofessionals:thePan-European ExecutiveMBA.Graduatesareawardedtwodegrees,onefrom thetopBritishUniversityofYork(147th intheworld,Times HigherEducation–THE2024)andonefromtheprestigious FrenchUniversityofStrasbourg(18Nobelprizes).

Read more about the programme’s key features

ThreeexcitingStudyTripstoYork(UK), Strasbourg(France)andThessaloniki(Greece) In addition to the dual degree, as one of the programme’s key features that make it unique, the Pan-European Executive MBA also stands out due to the fact that it offers its students a truly international experience. The three exciting study trips – to York (UK), Strasbourg (France) and Thessaloniki (Greece) – that are included in the programme enhance the programme’s genuine international character, as MBA participants from all cities (with more than 20

SIX MANAGEMENT SPECIALISATIONS

MBA participants are able to specialise in one management area by choosing one of the six available MBA specialisations:

General Management, Marketing, Finance, Logistics and Supply Chain Management, Health Care Management, Human Resource Management

nationalities) attend joint classes, share best practices and enjoy invaluable networking opportunities.

Face-to-face or Online delivery mode (one weekend per month)

Another significant feature of the programme is its exceptional flexibility. The Pan-European Executive MBA programme is accessible to busy executives who wish to combine work and study, as students may choose between the Executive Mode (face-to-face delivery plus 3 study trips) or the Executive Mode Blended (synchronous online delivery plus 3 study trips), enabling professionals to study in a format that suits their work and personal life. Lectures are held (in English) in three-day sessions, which take place one weekend per month (Friday, Saturday and Sunday). The programme is completed in two years.

More information: york.citycollege.eu/mba_sr

Tel: 011 715 6905

Email: serbia@citycollege.york.eu

TAUGHT BY A TEAM OF DISTINGUISHED ACADEMICS AND INDUSTRY EXPERTS

The Pan-European Executive MBA is taught by a team of distinguished professors from renowned universities worldwide and industry experts who bring their knowledge and expertise to the MBA classroom.

MBA PROGRAMME ACCREDITED BY AMBA AND CMI

The Pan-European Executive MBA programme is part of an exclusive global group of accredited MBAs by AMBA. It is also accredited by the Chartered Management Institute, UK (CMI). MBA graduates may receive an additional qualification: the L7 Diploma in Strategic Management & Leadership Practice by the CMI.

SCHOOL TAILORED TO THE CHILD

The Kosta Cukić Secondary School and Private Mihailo Pupin Primary School have inherited the best traditions of education, which they combine with the latest achievements in expert and pedagogical work with children

PREDRAG SAVIĆ

Founder, Director and Chairman of the School Board of Secondary School Kosta Cukić

Attractive and comfortable premises and state-of-the-art technologies, combined with modern teaching methods and curricula, openness, an individual approach and care for each individual pupil, give rise to the special atmosphere of intimacy that defines a good school. And Mr Predrag Savić explains why that is important in this interview.

As an economics graduate, what motivated you to enter the education sector?

— My reasons weren’t professional – one doesn’t enter the education sector because of the potential to

generate great profits. My decision was personal and motivated by a desire to help the school at which two of my children were then being educated. The Kosta Cukić Secondary School began operating a full 20 years ago, with the aim of becoming a European-style school with the highest educational standards through a serious and high-quality curriculum. My initial intention was to use my expertise to reinvigorate and improve a system that had “stumbled”, and I then realised, once my youngest daughter had also graduated, that I am permanently attached to the school and that this work brings completely new meaning to my life.

Given that you had no competition when you started, what guided you in defining the curriculum and operational method?

— It’s true that there was very little competition initially. We were looking to create a concept tailored to the young people who were then enrolling in secondary school. The foundation was, and remains, the national curriculum prescribed by the Ministry of Education, to which we added everything that represents the legacy of our school today. We added an individual approach, care for each individual pupil and state-of-the-art technologies combined with modern teaching methods, openness and programmes that are specially adapted for pupils coming from abroad – from China, Russia, Norway etc. – as well as a special programme intended for pupils who

deal, seriously and with commitment, with different sports that they want to one day compete in professionally.

How many education profiles do you have and which of them are the most popular?

— Apart from the two aforementioned programmes – created for talented athletes and international students – we also have seven official course programmes (general gymnasium high school studies; gymnasium high school for children with special abilities in IT; gymnasium high school for audio-visual and performing arts, economic technician, legal/business technician, tourist technician and tourism organiser). When it comes to the popularity of certain course programmes, it varies because there are trends – just as there are in everything else in the lives of young people. It currently seems as though there is slightly more interest in gymnasium high school course programmes (IT and general studies), but, as I say, perhaps next year everyone will have a desire to study economics!

Does contemporary schooling imply modern school premises and modern teaching resources?

— It is my belief that order around us also creates order within us! That’s why we came up with premises that are attractive, orderly, functional and stimulating, ad equipped with the latest teaching resources! Modern teaching resources are very important today, especially in the system of secondary education. Computers, tablets, standard interactive

whiteboards, LCD and Android TVs, projectors and video beams bring dynamism to the teaching process, giving the impression that the pupils master the intended material easier and quicker, which automatically leads to teachers being satisfied, as they see the payoff from the effort that they constantly exert in preparatory work.

When it comes to the reasons parents enrol their children in your school, they most often cite

it our school and convince themselves of the veracity of everything I’ve said.

Your daughter is following in your footsteps. How do you view her endeavour?

— Leading by example... I really believe in that expression.

It is true that my eldest daughter is this year launching the Mihajlo Pupin Private Primary School. She channelled into it everything that she has been able to learn

I EXPECT THE MIHAJLO PUPIN PRIVATE SCHOOL TO BE AMONG THE MOST PRESTIGIOUS PRIMARY SCHOOLS IN SERBIA AND BEYOND

small classes, single-shift and care for each individual pupil. Is that focus on caring for the children as individuals that’s crucial?

— If you want to have a good school, everything is crucial – from a well-organised timetable and schedule, all the way to attractive excursions! However, I would agree that caring, but really caring about the children, is what makes the difference. The credit for that care for the children, which also creates a special atmosphere of intimacy, belongs to the teachers and expert associates. I merely adapted to it. I support and help my colleagues and personally enjoy that togetherness.

In order to demonstrate this and for it not to merely be words on paper, I invite you and all the readers of your esteemed magazine to vis-

through our approach to education, in which the wellbeing of pupils, fundamental care for them and a high-quality work plan are actually what ultimately make a difference on the market and are inextricable parts of our DNA.

A lot of that is probably also in our family relationships and the values that I tried to pass on. On the one hand, I insisted on education and developing in my children a love for school and learning, while on the other hand they were able to witness my initiative and entrepreneurial spirit, and to learn to take action immediately when they have a vision and a desire to improve and fix something in society.

I’m extremely proud of my Ivana; of the amount of care and ded-

ication with which she took on this endeavour and the extent to which she strives every day, through every segment of work and the organisation of school activities, to advance the concept of basic education in our country. I can already state with certainty that I expect the Mihajlo Pupin Private School to be among the most prestigious primary schools in Serbia and beyond.

What is the key advantage of this school and why do you have such belief in its future success?

— I could single out multiple factors: a working method that implies synchronising the regular, mandatory curriculum and numerous extracurricular activities in order to encourage the greater involvement of pupils in the school’s programmes and in building a positive attitude towards school and learning. Then there’s the school’s outstanding teaching staff, as confirmed by the fact that the best teachers in Serbia have been selected to work with the children.

I must also emphasise the fact that the Mihajlo Pupin Private Primary School has inherited the best traditions of education and combines them with the latest achievements in expert and pedagogical work with children. And finally, I’m particularly proud of Ivana because of her vision in launching a school that strives to be an extension of the home, because education is most successful when it is rooted in love, understanding and respect for cultural heritage.

The Kosta Cukić Secondary School began operating a full

20 years ago, with the aim of becoming a European-style school with the highest educational standards

LEARNING IS BEST THROUGH PLAY

The Children’s Innovation Center deals with the educating of children and young adults in the fields of robotics, computer programming and electronics through courses that foster an interest in science in the best way

ANICA PAVLOVIĆ

CEO, Children’s Innovation Centre

We provide an education for children from the earliest age until the end of secondary school. The age groups are small and narrowly defined, such that a single educator works with a maximum of six children, thereby ensuring high-quality work, the dedication of mentors and productive cooperation between participants – explains Anica Pavlović, founder of this unique education centre and programme.

“This beautiful story and mission began in 2012 at the University of Belgrade Faculty of Electrical Engineering, when, as part

of a team, I implemented a programme for the education of the children of employees of company Comtrade using LEGO Education sets. Back then we already knew that LEGO isn’t just a toy, but rather that it’s probably the most serious tool for learning STEM sciences, especially robotics and programming for various age groups. The effects of learning in a practical way, through play, which very quickly became visible, aroused in me additional interest and a desire to make the acquiring of future skills available to as many children as possible nationwide across Serbia.”

Three-year-olds also know how to make robots

— “The education experts of the Children’s Innovation Centre, (www.dic.rs) working in collaboration with professors of technical faculties, created programmes that gradually introduce children to the world of the technical sciences, building a deep understanding of the basic postulates of robotics (mechanics, physics, electronics, machine learning etc.), developing programmers’ logic and forming the knowhow and experience that are important not only for the jobs of the future, but also for overcoming challenges in everyday life. Children from the ages of three to 16 can take our courses, while we work with young adults up to the age of 19 when it comes to preparations for competition.

“Children at the earliest age, from three to five, learn so-called offline programming, without the use of a device. The aim is for them

to understand the flow of a program, cause and effect relations, but also to understand the basic logic behind the process of giving instructions to a robot. Our goal is to develop their fine motor skills, emotional intelligence and social skills.

“Younger primary school children and preschoolers construct robots in accordance with instructions and program them to perform specific tasks. They discuss algorithms prior to creating a program, while the older ones also draw an algorithm outline, because the basic idea is for them to understand the way a program is built, and the way in which it is required to relay that to the machine in order to gain the desired result. Our focus in this period is on teamwork and learning from mistakes.

“Older primary school children engage seriously in construction and mechanics, making fully autonomous robotic systems, initially using a program similar to Scratch for the programming, and subsequently Python etc.”

Programming classes aren’t to be missed

— “The basic aim of the lesson is to get robotic system running, to breathe life into it and for it to serve its purpose. This is where coding comes into play, without which everything would be meaningless. Programming specific tasks, testing what has been programmed on the spot, spotting and correcting mistakes, and repeating that process a huge number of times, enables the child to develop their critical thinking skills

and logical reasoning and acquire tenacity. We are in no hurry to introduce new programming languages, because we are advocates for the notion that syntax can be learned easily by everyone provided they have acquired and developed a good command of basic programming logic.

“A statement that is often repeated by parents and represents perhaps the most precious compliment we receive is “our child has been refusing to attend other activities for some time, but coming to your robotics classes is not questioned”. I believe that says a lot about us; about the way our educators work with children and the programme itself, which is a lot of fun for children of various ages. Play is a child’s natural state, unconstrained exploration, making and learning from mistakes, and we strive to provide them with the chance to do that in every lesson.”

Serbia and the region, are excellent for school-aged children. And the parents are delighted, because they can make the celebration simultaneously fun and educational. That’s why we often see one birthday celebrating resulting in five or six other children from the same class subsequently scheduling a celebration with us, which they will all attend with the same enthusiasm and interest.

“Apart from commercial content, the Children’s Innovation Centre (www.dic.rs) also pays great attention to its CSR projects. Our goal is to secure free workshops, lectures, competitions and other educational activities focused on STEM sciences for the largest possible number of children and young adults throughout Serbia and the region, and we are assisted in doing so by socially responsible companies.

“We are particularly proud of the Vukobratović Days of Robot-

IN COOPERATION WITH DISCOVER SERBIA, WE OFFER INNOVATIVE “LEGO TEAM BUILDING PROGRAMMES” FOR COMPANIES WANTING TO IMPROVE THE TEAMWORK AND PRODUCTIVITY OF THEIR EMPLOYEES

LEGO birthdays – unique in the region

— “We are also proud of our LEGO birthdays, which represent a complete experience for the child celebrating their birthday and for their guests – children spend the time in an intelligent and useful way, learning something new, relevant and interesting. After the educational part, which implies robotics workshops, we add a competitive element: they work in teams to execute various tasks within the scope of the LEGO challenge, which creates an incredible atmosphere.

“These kinds of birthday celebrations, which are unique in

erates at two locations in Belgrade – in New Belgrade and Stari Grad – but also in Pančevo, Novi Sad and Užice, and at 11 major companies. We organise camps for children during the summer and winter school holidays, on Kopaonik and Zlatibor mountains. Alongside regular activities conducted within the framework of our locations, we are particularly proud of our large number of successful multi-year partnerships with different companies. As a significant benefit, large and responsible companies that take care of their employees often offer our workshops, courses and camps, New Year celebrations, family days and other activities for the children of their employees.

ics event (vukobratovicevidani.rs), which is held in the building of the Faculty of Electrical Engineering in Belgrade. The central part of this event is an international competition intended for children aged from four to 19. Last year’s event attracted more than 5,000 visitors and over 500 competitors from across Serbia and around the region. Participation was completely free of charge for both visitors and competitors. This year’s event will take place in December.”

Programmes also available during the summer break — The Children’s Innovation Centre (www.dic.rs) currently op -

“Apart from this, in cooperation with Discover Serbia (www. discoverserbia.rs), we offer innovative “LEGO team building programmes” for companies wanting to improve the teamwork and productivity of their employees. “Our team of experts is committed to creating tailored activities that are conducted professionally and with high quality, and that offer employees an opportunity to be liberated from the stress and routine of their work environment, while at the same time building stronger bonds with colleagues, developing creativity and improving communication, all of which is achieved through fun LEGO Challenges.”

Children from the ages of 3 to 16 can take our courses, while we work with young adults up to the age of 19 when it comes to preparations for competition

A SECOND HOME FOR HAPPY CHILDREN

The HAPPY KIDS education system was founded 17 years ago. Today it is the leader in the field of preschool education in our country, in the region and in south-east Europe. As a recognizable brand, it has a huge potential for expansion

TATJANA RACKOV

SINADINOVIĆ

Manager and Owner of Happy Kids Preschool

Good kindergartens follow the highest global trends in terms of work models and access to children and families, but also their interior design, equipment and working materials – explains our guest. Besides all this, she has built into her kindergartens a lot of love, expertise responsibility, creativity, commitment and ambition

You made Happy Kids to suit to your eldest son and your fam-

ily. Were you aware that Belgrade needed just such an education system?

— You must have strong desires if you want to fulfil them well. I wanted a lot, I knew how and I knew why. I had a clear vision and I was not afraid of challenges, but I walked towards them boldly. In building HAPPY KIDS I was guided by my moral principles, the most precious traditional family values, my love for children and the desire to create the happiest and best empire for children to grow in. That’s why I gathered a team of selected colleagues. I instilled in them the key HAPPY KIDS values and helped them live those values.

For 17 years I have been creating my HAPPY business world. I

am glad that thanks to my knowledge, diligence, focus and faith in myself, I was able to set preschool standards that everyone looks up to today. HAPPY KIDS is an identity card of me as an entrepreneur, but also of me as a mother.

Internet video-surveillance, with which parents monitor their child’s activities in the kindergarten, was the biggest feature and innovation of HAPPY KIDS, when we appeared in Serbia. From then until today, we have been known for our good price-to-quality ratio, and we are currently working on developing the concept of providing free services to all subsidized families of our children.

Expanding capacity went quite naturally, because there was always a demand for more space in your kindergartens. How many locations do you operate now and how many children do you take care of?

— HAPPY KIDS is today a leader in the field of preschool education in our country, but also in the region and the entire south-eastern part of Europe. The HAPPY KIDS preschool facilities are located in eight densely populated areas of Belgrade: Zvezdara, Palilula, Novi Beograd, Vračar, Voždovac and Savski venac. At the moment, around 700 children find their ‘second home’ in our kindergartens, cared for by a large number of professional educational staff.

As a recognizable brand with clearly defined business standards, HAPPY KIDS has a huge expansion potential both in Serbia and in the region, but also among the diaspora in European countries.

Over the last two decades, the habits and needs of parents and children, and even the children themselves, have changed. Is this why you are continuously improving your work programmes?

— True values endure regardless of social change. In our work, we apply the programme prescribed by the Ministry of Education, Science and Technological Development of the Republic of Serbia, but we also follow and implement the finest world trends in preschool and school education of children in our programme. HAPPY KIDS has created a rich and recognizable assortment of basic services that are unsurpassed in the quality of their content. In addition to preschool education services, we provide a whole range of additional activities - sports, cognitive and language services, and children’s tourism.

Despite all the changes, some things always remain the same - children need a safe environment for growth, development, socialization and individual development. Do you put a lot of emphasis on that personal approach and on how the children feel?

terms of work models, access to children and families, but also in terms of interior design, equipment, materials and tools for working with children. The standards you set can be imitated, but not reached. That is why Happy Kids is known as the undisputed leader in the field of private preschool education.

Our institution has become synonymous with the highest standards of educational work, highly qualified staff, well-equipped premises, friendly service and affordable prices. Love, expertise,

HAPPY KIDS HAS BECOME SYNONYMOUS WITH THE HIGHEST STANDARD IN EDUCATIONAL WORK, HIGHLY QUALIFIED STAFF, WELL-EQUIPPED PREMISES AND AFFORDABLE PRICES

— For us, every child is a priceless treasure, an irreplaceable jewel, shining with a unique brilliance. As custodians of true life and family values, we strive to provide a better everyday life, a healthier and better quality upbringing for all children. We open the doors of the world to our children. We are creating the future of Serbia.

HAPPY KIDS kindergartens follow the highest global trends in

INTERNET VIDEO-SURVEILLANCE FOR PARENTS TO MONITOR THEIR CHILD’S ACTIVITY IN THE KINDERGARTEN WAS THE GREATEST INNOVATIVE FEATURE WHEN WE APPEARED IN SERBIA

appear and makes people exceptional throughout their lives.

We mentioned your eldest son, so it would be time to mention his sister Nina, who, like hundreds of other children, you helped to discover and develop their talents. Are you proud of all these gifted children?

responsibility, creativity, dedication and ambition are the path we took to reach a leading position in the field of preschool education.

Our vision is that the children are happy in the present and successful in the future. Successful people are those who carry a dose of self-confidence, joy, happiness, and personal satisfaction. Self-confidence is a value that is built in childhood, it does not dis-

— I am the mother of three children and they are the greatest result of my existence. I am extremely proud of them. Both my husband and I are active in business, so my children have had the privilege of learning that success is achieved through work, effort and personal commitment. As a dedicated mother, I enjoy following the wishes, aspirations and needs of my children. Even when they were small, I taught them to respect traditional life values, but also to recognize what makes them satisfied and happy. The working model of HAPPY KIDS has instilled in them a sufficient dose of self-confidence, so that today they can safely walk the paths they choose for themselves. Nina is an artist. A year ago, she won the role of the main heroine of the family film Vučje bobice (Wolf Berries), and now she is actively engaged in classical ballet. Vuk was a tennis player and a student at an international high school, he is interested in business and plans to study economics abroad. Mihajlo, whom you mentioned, is my eldest son. He is the child to whom I have dedicated my work. Thanks to his uniqueness and his need for an individual approach in upbringing and education, the business magic of HAPPY KIDS was born.

Right now around 700 children have their ‘second home’ in our kindergartens, cared for by a large number of professional educational staff

THE SCHOOL OF THE FUTURE IS A SCHOOL OF OPPORTUNITIES

Our vision is to provide children and young adults with a platform to create and learn through experience, via which they can connect, jointly create and learn from one another, with the support of expert mentors, educators and the professional community

MILOŠ

ĐURIČANIN

Director of Strategy and Development at the Nordeus Foundation

There can be no successful students without empowered and dedicated teachers, without whom the school of the future won’t even exist. The specific mission of our organisation and the Group for Education is to support teachers during these times of civilisational change and accelerated technological development. This is how Miloš Đuričanin, director of strategy and development at the Nordeus Foundation, describes this initiative that brings to Serbian schools a new approach to learning for the 21st century.

“The school of the future also shifts the paradigm of the educational process, or the role of teachers in the teaching process, in which they will gain the role of a partner in building knowledge,

instead of merely having the currently ubiquitous role of imparting knowledge, while the student will become an active participant in the learning process,” explains our interlocutor. These postulates formed the foundation for the creation of the Makers Labs and other programmes that are being implemented, on the basis of European models, by the Group for Education, which includes –alongside the Nordeus Foundation – Junior Achievement Serbia, the Digital Serbia Initiative and the Centre for the Promotion of Science.

What are schools lacking today in order to be schools for the 21st century; and how do the Makers Labs complement the school of the future?

— The school of the future is a school of opportunities. In order for us to have empowered and dedicated teachers, we must create conditions under which the teacher can give their all and work adequately. We cannot raise the salaries of teachers on our own -that is the social responsibility of all of us and represents one of the important steps in changing our society’s attitude towards education.

We can nonetheless do a lot. The school of the future is part of an ecosystem, together with local communities, scientific institutions and businesses, which regulates itself in response to the changes brought by the future. The specific aim of cooperation within this ecosystem is to support teachers through the creation of new opportunities for their high-quality professional development, the improvement of conditions for implementing modern teaching methods that depend on the technological equipping of schools and adequate space for work, and finally through the repositioning of teachers’ role and value in society.

The aforementioned represent the goals of the initiative that led to the establishing of the Group for Education.

In this context, the Makers Lab is just one part of that initiative, which has the aim of improving the technological equipping of schools. This is a space within schools that enables us to keep pace with the need to change the

educational process and which replaces the traditional classroom model that’s designed exclusively for frontal instruction with the model of the classroom of the future, which enables the implementing of a new learning through project-based, multidisciplinary teaching and teamwork.

Alongside this, we are also working actively to pursue other stated goals – from the creation of support programmes and free training for teachers, to new programmes for pupils that prepare them for the digital economy. A special focus has been placed on building an ecosystem around schools in order for us to create a sustainable support system that depends on us and not on donors.

How did you come up with the design for the Makers Lab?

— The Makers Lab has been created with a view to the model of the

“Classroom of the Future”, which was developed by the European Schoolnet (EUN) – a network that gathers together 35 European member states and deals with innovation in education in the broadest sense. This is a unique innovative and multidisciplinary space that encourages experimentation and entrepreneurship among school children, while enabling teachers to take an innovative approach to teaching by interlinking multiple areas within the scope of one school lesson. With the practical application of acquired knowledge, through regular classes or additional Makers programmes, school pupils are encouraged to convert their ideas into reality and to create a clearer picture of their future careers by familiarising themselves with various fields.

We think of schools as community centres and spaces where

pupils have free access to a large number of different educational programmes, regardless of the main subjects that they’ve enrolled to study, through which they can advance and improve their knowledge and skills, and can do so in accordance with their personal interests that might not be part of their formal study programme.

What determines which schools can get a Makers Lab and how diverse are they?

— The Makers Lab and all support programmes implemented by the organisations that form part of the Group for Education have the aim of supporting the most important stakeholder in the entire educational process: the teacher. Our goal is to support all teachers who want to improve their work and the opportunities available to their pupils. We can thus say that the opening of a Makers Lab in a

I believe that we will open another 15 new Makers Labs as of this September

KNOWLEDGE

We think of schools as community centres and spaces where pupils can advance and improve their knowledge and skills, regardless of the main subjects that they’ve enrolled to study

ECOSYSTEM

The school of the future is part of an ecosystem, together with local communities, scientific institutions and businesses, which regulates itself in response to the changes brought by the future

INITIATIVE

The opening of a Makers Lab in a school depends primarily on the initiative of that school’s teachers and administrators

school depends primarily on the initiative of that school’s teachers and administrators.

We are limited only by the number of labs that we can open in one year, but we are learning fast: we have progressed from just four labs in one year to 11 during this school year, and I believe that we will open another 15 new ones as of this September. Makers Labs today exist in 14 Serbian cities and municipalities, and at least 10 more will have been opened by the end of the next school year.

We adapt Makers Labs to each school individually and donate

no more worthy goal for us to unite around than the future of our children; their education and opportunities to live well right here in Serbia.

The Group for Education, which – alongside the Nordeus Foundation – comprises Junior Achievement Serbia, the Digital Serbia Initiative and the Centre for the Promotion of Science, primarily gathered around this goal. Every lab we establish and programme we launch is a result of the incredible synergy of the dedicated work of more than 20 people from these organisations.

In just the first year of the Group’s work, we brought togeth-

the specific equipment they need to improve existing programmes for pupils and launch new ones. Through accession to the Makers Lab Network, each school also receives access to various programmes and projects that they can join as they choose, and through which they receive additional equipment.

You initially thought that it would be difficult to establish 50 of these labs in Serbia by 2025, but now you consider it realistic. Who are your most important allies in this endeavour?

— Everything is made less difficult when we work together, and there is

However, nothing would be possible without a wonderful community of teachers, who are true enthusiasts and heroes of this society. It is precisely in cooperation with them that we design and create every programme, project and initiative.

Considering technological changes, 2025 could bring something completely new compared to what we are familiar with now. How open to change are the Makers Labs?

— I think that the winning combination is to view education, the local community and the econ -

WE ARE CURRENTLY WORKING ON FOUR PROJECTS IN WHICH COMPANIES ASSIST IN THE ESTABLISHING OF MAKERS LABS IN SCHOOLS IN THEIR COMMUNITIES. WE SEE THAT AS THE FUTURE OF THIS INITIATIVE

er dozens of companies around the idea of supporting schools in Serbia, and hundreds of people from those companies, through our programmes, independently take responsibility for the future of our children by sharing their knowledge with them or by providing mentorship support.

Ever more companies are contacting us with a desire to help establish Makers Labs in schools in their communities. We are currently working on four such projects that we see as the future of this initiative. Local communities must gather together to prevent the departures of young people and we can help them with that.

omy as a single ecosystem that we build together, just like in nature. That isn’t difficult, because our culture is founded on togetherness, on sharing both the good and the bad with our families, neighbours and community. Our vision is to create a platform for children and young adults to create and learn through experience, via which they can connect, jointly create and learn from one another, with the support of expert mentors, educators and the professional community. Such communities, or rather ecosystems, will be much more open to and ready for change, because they work on that change together.

BY IVA DRAŠKIĆ VIĆANOVIĆ

Ph.D., Dean of the University of Belgrade Faculty of Philology

RESTORE TEACHERS’ DIGNITY

The proposals presented in our Platform are viable over the short term, require no large and lasting reforms and could lead to major visible improvement as quickly as the next few years

Over the course of the past year, the University of Belgrade’s Platform for improving the status of teaching study programmes at UB and protecting the education system of the Republic

of Serbia, known to the public as the “Platform of the Eight Deans”, has become a document around which key forums in the Republic of Serbia have gathered. It was almost a year ago that the Platform was adopted unanimously by the

UB Senate, and soon afterwards by all faculties of natural sciences and mathematics and all representative unions of the education workers of Serbia.

The Platform resonated strongly and was unusually well received by those with a direct interest – educators and students – but also, interestingly, by the general public. It was also noted that this is the first time that an initiative has come from the university, from a group of deans, which was welcomed by teachers and students alike.

The way the Platform resonated serves to indicate the existence of strong social awareness that our education system is seriously under threat; that a country that lacks good foundations in education has no prospects and that this is the last moment to act quickly, wisely and responsibly. Moreover, the strong reverberation of the Platform and positive reception it received point to one of its essential and recognisable qualities: it sends a rational and optimistic message that it is possible to change the situation and improve it significantly in a relatively short period.

What is it actually all about?

The platform is the initial proposal of us eight deans of the faculties that educate teachers: Mathematics, Chemistry, Physics, Physical Chemistry, Biology, Geography, Philosophy and Philology. We were initially motivated for this engagement by concern over the situation at our faculties and the drastic and horrifying drop in interest in enrolling in teaching majors. That fall began in 2015 and the situation is getting worse by the year. As an example, 26 students enrolled to study the teaching major in chemistry in 2015, and last year there were 3; mathematics had 29 students enrol and last year also 3; biology feel from 15 to just 2 last year etc. (Professor Goran Roglić, dean of the Facul-

As an example, 26 students enrolled to study the teaching major in chemistry in 2015, and last year there were 3; mathematics had 29 students enrol and last year also 3; biology feel from 15 to just 2 last year etc.

ty of Chemistry, gave a great presentation on this topic at a SANU meeting late last year).

The eight of us formed a working group, and I must say that it’s an autochthonous and extremely efficient working group, which completed the task it set for itself in less than three months. This is important to note because the public has a (justified) abhorrence towards the term “working group” in general, given that it has become commonplace for someone who holds the levers of power and does not want to solve a problem to form a “working group”, which completely kills any attempt by languishing for years without movement and output. So, the eight of us are a completely different working group, self-formed and, as a consequence, fast and efficient, and our motive, as responsible professors and deans, was a desire to really do something.

The proposals introduced in our Platform are viable over the

short term, don’t require any large and lengthy reforms (the word “reform” is another term that the public justifiably views as abhorrent) and could lead to major visible improvement as quickly as the next few years. I will single out several theses from our Platform, which we’ve divided into two sections: Identified Problems and Proposed Solutions.

We established that the teaching profession has been stripped of its dignity, that society doesn’t value this profession, which increasingly encourages pupils to misbehave towards teachers. The media often report on bizarre situations in classrooms in which students behave with visible arrogance and violence towards the teacher.

The financial situation teachers find themselves in is catastrophic. Salaries are insultingly low, which is a clear signal that this profession isn’t among the state’s priorities. Teachers are additionally burdened with unnecessary and senseless administrative obliga-

tions that take up their time and kill their will to work.

A collapse in the quality of education is also noticeable: the results of PISA tests point to a visible decline in functional literacy. (For example, when it comes to reading, functional literacy implies the student being capable of formulating claims made in a text and recognising the argumentation supporting those claims, that they are able to independently summarise a text without losing sight of its essence, and that they are also able to recognise information not explicitly stated in a text etc.)

We have proposed the following measures.

The first step towards resolving the crisis is to precisely determine the state of teaching personnel in Serbia, which means that it’s essential for the Ministry of Education to urgently conduct analysis by region, in order to determine how many teachers are lacking by subject. One of the

solutions to the problem of staff shortages could be for regions to provide scholarships to students in accordance with their needs. We also proposed the adopting of a programme to gradually increase teachers’ salaries to the point at which they reach the level of 1.3 to 1.5 average salaries in Serbia. Moreover, it is vital to protect the integrity of teachers. One of the ways to do so is to prescribe measures to check objections against grades and establish protocols for dealing with the inappropriate conduct of pupils and parents.

In order to restore dignity to the education system, the dignity of the teacher must be restored. And in order to restore the dignity of teachers, they must receive decent salaries, protection and reputational respect.

With a view to all of this, we called on the Ministry of Educa-

THE WAY THE PLATFORM RESONATED SERVES TO INDICATE THE EXISTENCE OF STRONG SOCIAL AWARENESS THAT OUR EDUCATION SYSTEM IS SERIOUSLY UNDER THREAT; THAT A COUNTRY THAT LACKS GOOD FOUNDATIONS IN EDUCATION HAS NO PROSPECTS AND THAT THIS IS THE LAST MOMENT TO ACT QUICKLY, WISELY AND RESPONSIBLY

tion to implement the necessary steps immediately and received a promise that our proposal would be acted upon and assurances that analyses of the situation by region has commenced. We will take them at their word.

There’s been a lot of talk in recent years about the demographic decline and the dark picture awaiting Serbia in the future: there

are fewer and fewer children and, as things stand now, there will be ever fewer of them. However, there is another dark vision looming over our immediate future, and which is certain to be realised in just a few years if something isn’t done immediately: there are children, students are waiting – and no one is there to enter the classroom.

Constant Education is Vital

My professional journey has become a golden circle - from a dancer to someone who educates dancers. The only thing I believe in is education, because alongside talent, dedication, serious work and discipline, it is the only imperative of a successful artist

Aleksandar Ilić

First Soloist of the National Theatre Ballet in Belgrade, choreographer, professor and one of the founders of the Belgrade Dance Institute

I took my first steps in ballet in Novi Sad, later continuing my education and training in the classes of top ballet artists Zoja Begoli, Milica Bijelić and Ivanka Lukateli. As a student of the Lujo Davičo Secondary Ballet School (1997), I recieved an opportunity to join the

ensemble of the National Theatre in Belgrade, becoming a permanent member in the following season. In parallel with my dance career, I started dealing with choreography. From Viva la vida! on the Great Stage of the National Theatre (2009) until today, I have done choreography work for almost every theatre company in the region: Opera & Theatre Madlenianum, the Serbian National Theatre in Novi Sad, the Sarajevo National Theatre, the national opera & ballet companies of Skopje, Zagreb, Velenje and Celje, the Montenegrin Music Centre in Podgorica. My work as a choreographer has taken me everywhere from Basel to Boston (2019), to New York, where I received a United Nations award and the status of a Music Ambassador, then to Shanghai, Beijing, Daqing and Ürümqi.

The greatest turning point in my professional activity came with the invitation of professor Vladimir Tomašević and the establishment of the Belgrade Dance Institute (2014), the setting up of the first and only accredited study programmes dealing with the education of students in the fields of classical ballet pedagogy, contemporary dance and contemporary dance pedagogy, choreography and folk dance in Serbia. A total of 113 guest professors have passed through the Institute, which this year marks the tenth anniversary of its establishment with more than 120 significant projects having been implemented.

Since 2009, my involvement with the Association of Professional Ballet Dancers, Choreographers and Ballet Padagogues of Serbia has been directed towards the struggle to improve the position of ballet artists in Serbia and the establishing of the Terpsichore Award, which – with the support of the Ministry of Culture of the Republic of Serbia – has been awarded to ballet and dance artists for the past 13 years. The Terpsichore Award has to date been received by our country’s most renowned artists.

My professional engagements and interests used to partly extend beyond the boundaries of my profession. By performing the duties of Artistic Director of BELEF (2017–2020) and Director of the Cultural Centre of Belgrade (2019–2023), I introduced contemporary dance to some new forms and systems.

Despite my professional dance career having come to an end, my engagment at the National Theatre takes on new meaning as of this season, in my role as a tutor working with young dancers. Through my in-

For me, dance is the sincerest form of human communication that isn’t subject to language barriers, and tutoring work is the most responsible way of relaying the secrets, crafts and academic breadth

volvement in the ballet Who’s Singin’ Over There, I train colleagues with whom I previously shared the stage and give new direction to youngsters who are taking their first steps on stage. My professional journey has become a golden circle - from a dancer to someone who educates dancers. The only thing I believe in is education, because alongside talent, dedication, serious work and discipline, it is the only imperative of a successful artist.

For me, dance is the sincerest form of human communication that isn’t subject to language barriers, and tutoring work is the most responsible way of relaying the secrets, crafts, academic breadth and depth and tools of our profession: the art of dance, regardless of its field.

Milena Pavlović-Barili

A Luminous Legacy of Ethereal Art

Milena Pavlović-Barili’s artistry weaves the mystical with the tangible, creating a tapestry of work that transcends the boundaries of time and convention, reflecting a life steeped in both heritage and visionary creativity

Milena Pavlović-Barili, born in 1909 in the Serbian town of Požarevac, was an artist whose work transcended the conventional boundaries of her time, blending elements of surrealism, symbolism, and a unique ethereal quality that was all her own. Her upbringing in a creative household, with a father who was a composer and a mother an opera singer, undoubtedly influenced her artistic path, imbuing her works with a lyrical and melodious quality.

Pavlović-Barili’s education in art began in Belgrade and continued in Munich at the Royal School of Arts, where she honed her skills and developed her distinctive style. Her work often explored themes of mythology, spirituality, and femininity, weaving these elements into captivating visual narratives that spoke of deeper, universal truths.

One of her most significant pieces, “The Knight of Death,” created in 1938, delves into the themes of mortality and the transient nature of life. The painting portrays a knight, a timeless symbol of the march towards death, yet there’s an inherent beauty and tranquility in the composition, suggesting a serene acceptance of life’s inevitable end.

Her “Self-Portrait with Lute,” painted in 1942, showcases Pavlović-Barili’s introspection and her connection to the Renaissance era, a period that greatly influenced her work. The self-portrait, characterized by its dreamlike ambiance and the symbolic presence of the lute, reflects her personal narrative and her artistic lineage, drawing a parallel between her creative process and the harmonious melodies of music.

Another notable work, “Rider,” epitomizes Pavlović-Barili’s fascination with the mythical and the spiritual. The painting features a lone figure on horseback, set against a backdrop that merges reality with the surreal, prompting viewers to contemplate the spiritual journey of life.

“Phantasmagoria” is a visual exploration of the surreal, where Pavlović-Barili masterfully blurs the lines

between the tangible and the mystical. This piece invites the audience into a realm of dreams and the subconscious, showcasing her ability to capture the ineffable aspects of human experience.

Pavlović-Barili’s artistic journey was tragically cut short when she passed away in New York City at the young age of 35. However, her legacy lives on through her art, which continues to enchant and provoke thought with its mystical beauty and profound depth. Her paintings are celebrated for their ability to bridge the gap between the visible world and the unseen realms of the psyche, offering viewers a glimpse into the enigmatic nature of existence.

Throughout her career, Pavlović-Barili exhibited her work across Europe and the Americas, gaining acclaim for her unique vision and her abil-

ity to infuse her art with a sense of otherworldliness and introspection. Her contribution to the art world remains significant, as she pushed the boundaries of traditional art forms and paved the way for future generations of artists to explore the interplay between reality and imagination.

In the end, Milena Pavlović-Barili’s life and oeuvre serve as a testament to the enduring power of art to transcend time, space, and the limitations of the human condition. Her work invites us on a journey through the landscapes of the mind, where the mystical and the mundane intertwine,

offering a window into the soul of an artist who saw the world not only for what it was but for what it could be. Her legacy is a reminder of the transformative potential of creativity and the boundless realms of imagination that lie within each of us, waiting to be explored.

Photo:

Tito Today I Back

Think Better of than I Did Then

He is among the greatest wizards of the written word, having authored plays and novels that have made him a Croatian classic. His works have been translated into fifteen languages and his most famous play, Croatian Faust, has been performed in Belgrade, around Europe and in the cities of the former Yugoslavia, but never in Zagreb. An English studies expert and philosopher by education, and a leftist by conviction, he was forced to leave Croatia during the rule of Franjo Tuđman and lived as a highly respected emigrant in Germany. He today resides on a Croatian island and only goes to Zagreb and elsewhere in Europe when required

Slobodan Šnajder writer and publicist

By Radmila Stanković

Slobodan Šnajder (born 1948) has been in the spotlight once again in recent months, with his latest novel, Anđeo nestajanja [The Angel of Disappearence] having attracted a lot of attention. He spent a full eight years working on it and it was published by Croatian publishing house Fraktura, while Novi Sad’s Akademska knjika is responsible for the Serbian language edition, just as it published his previous novel Doba mjedi [The Brass Age], which had four editions in Croatia. Translated into fifteen languages, critics described it in the newspapers of Italy, Germany, the Netherlands and elsewhere as an epic novel that can undoubtedly be considered a masterpiece of European literature. The first reviews of The Angel of Disappearence also suggest that Šnajder has “once again tailored a wonderful novel and obviously shown and proven that his literary prowess doesn’t know or acknowledge any boundaries” (Jaroslav Pecnik).

During his many decades of writing, this distinguished intellectual was also a columnist for Rijeka’s Novi list newspaper, right up until the point at which the people in power no longer wanted to endure his stinging remarks. He hasn’t generally been in love with any government. He spent just a short time – while social democrat Ivica Račan was prime minister – a director of the renowned Zagreb Youth Theater, but he had to leave due to the repertoire policy for which he advocated. He is praised across Europe as a top-class playwright, while his plays aren’t generally staged in Croatia, with a few rare exceptions. He doesn’t complain about that, and as a rule he swiftly, and often cynically, interprets and explains individual moves of the government, after which everything is clear to all.

Šnajder is the biological offspring of father Đura Šnajder, a poet and writer, and mother Zdenka, who in 1942, as a member of the Yugoslav National Liberation Movement, and having barely turned 18, suffered atrocities

at the Ustasha concentration camp in Nova Gradiška. Šnajder has also previously described himself as the “wild son” of Croatian writer Miroslav Krleža (1893-1981), as he explains in this CorD Magazine interview.

“An illegitimate son is that unpleasant surprise that turns up when a father dies, particularly if he is famous and rich, and such a son announces his inheritance aspirations. There is, however, no such scramble over Krleža’s inheritance. One anecdote suggests that one of the most persistent and vocal on the matter of inheritance after Krleža’s death was his chauffeur.

“The wild son in this case would be one that the father wouldn’t acknowledge, as is often the case. But when Krleža could do no more about this issue, the chauffeurs turned up, of course.

“Specifically, we today live in a country, in its literature, as if Miroslav Krleža had never written a single word.

“In truth, and as you’re alluding to, I once stated that I’d be happy to be just such a ‘wild son’. That calculation turned out to be mistaken: there’s nothing to inherit there. We have to do it all ourselves. Time and again. With great respect to the bard, but time and again. Well aware that we won’t leave anything behind either. I also have wild grandchildren, in addition to three real ones.”

If the criterion of a state’s worthiness is the happiness of its citizens, then there was still more of that happiness in Yugoslavia than there is today

His parents divorced early on and he grew up alongside his mother.

“My mother and father fought difficult legal battles over their children, my sister and me, which is strongly reminiscent of some contemporary battles, for example with regard to Severina. My mother took the victo-

ry in that tough litigation, that is to say that she took the children. But my father then disappeared almost entirely. You can read about that in the concluding chapters of the novel The Brass Age. I inherited the traces of their battle in correspondences, when they were ripping each other’s guts out, and I’d rather I hadn’t.”

And yet, despite everything, he had a happy childhood.

“I went to primary school with rural kids because we lived on the outskirts of the city, in a settlement that wasn’t yet a city, but was ceasing to be a village. I was raised in a female family, with my mother and grandmother, an extremely intelligent matriarch to whom life really hadn’t been kind. Her son, my uncle, had never returned

from Mauthausen concentration camp, where he’d been sent after Jasenovac. He was literally killed on the last day of the war, in May 1945. A candle always burned for him in front of the Partisan memorial (in fact a piece of paper). My grandmother received compensation for her son, worth about 30 euros by today’s standards.”

When I ask him what he inherited from his parents and how his upbringing looked, he responds as follows.

“Genetics, which we of course don’t choose. In this sense, I received a Greek gift from my father: I have a gene

that always concerns cardiologists. In black and white terms, it tells me that I have an elevated risk of heart failure. My father died of a myocardial infarction when he was precisely the age I am now.

“So, he disappeared from my childhood, only to reappear in my life sometime during my high school days. I must state immediately that I attended a gymnasium high school that was incomparably better than what is referred to by the same name today. The teaching faculty was incredible and I still have fond memories of many

We today live in a country, in its literature, as if Miroslav Krleža had never written a single word

Korčula Summer School 1968.

Pictured on the right is great philosopher Herbert Marcuse, theoretical star of the 1968 movement, while first on the left is actor Ante Rumora, alongside Slobodan Šnajder

of my teachers. The teacher of Croatian instilled in me respect and love for Crnjanski, and subsequently also for Krleža. I really enjoyed reading my early works to the class. I was always vain and needed an audience.

“Surprisingly, when it came to what should have been the male component in my upbringing, I settled for myself. I really liked football. I went to matches, and naturally cheered for Dinamo. Entering the stadium was a problem, of course. It was necessary to find any adult fan to get me in for free. And that’s how I was adopted by many; I was a wild son of many. Krleža didn’t attend football matches.”

What remains today of that leftist who came to Belgrade to support the students back in 1968, as a delegate of the University of Zagreb?

“I will first tell you something about that ’68; that generation that strove with all its might to be born politically and culturally. A man usually grows up by resisting authority. The Yugoslavia of that time was led by a man with huge political instinct –even Đilas admitted that to Tito – and great credit for the success of the only authentic revolution on our territory. The Ustasha fascists also called their movement a revolution, and they christened it as openly totalitarian, because for them that term didn’t have the horrid connotations that it does today, on the contrary. But the totalitarian revolution is a revolution against the very concept. Like calling Tuđman’s conservative.

“So, on the one hand, we had as leader a man who was indisputably worthy of credit for the relatively peaceful childhood and youth we’d had up until then. But we saw that the matter of his revolution had stalled, that the revolution – as Krleža said (but certainly not to Tito, particularly not face to face) – was maneuvering like a locomotive at a secondary shunting station. The regime appeared old to us, incapable of the changes that were on everyone’s lips declaratively, while in reality nothing changed.

At that juncture, the revolution

was scared of its own youth. Don’t forget that Edvard Kardelj, despite being one of the most intelligent in Tito’s close circle, pleaded with the Central Committee to deploy tanks against the Belgrade students.

We then took to the streets, and it could easily have been a bloodbath in our country like the one in Beijing’s Tiananmen Square.

Today, after the collapse of his project, I think better of Tito than I did back then. But the objections to him that are raised by my Anđa Berilo in the novel The Angel of Disappearence, as a person devoted to the cause of his revolution, are in essence the objections that my generation raised against Tito’s regime in 1968.

“The 1968 rebellion coincided precisely with events at European universities, especially French and German ones. We had links with them, and many of us were long under suspicion by the ‘Services’ due to those links. The files on us were simply passed from one hand to another in the 1990s. The Services have since pursued different and even opposite ends, protecting countries hostile to one another, but they are basically the same people. That’s what it was like with the Gestapo in France. The West didn’t only need people who knew how to draw and fire rockets, rather first and foremost it needed policemen. All told, this is an as yet unwritten chapter. I also owe something to my generation.

“The way things stand today, the recent Croatian history begins in 1971. In your country, that would mean from Tito’s showdown with Serbian liberals. However, the recent Croatian history begins in 1968.

Still, as I say, I think better of Tito today than I did back then. This is explained in particular by my studying of Tito’s resistance to Stalin. If there had been no such resistance, we would have spent our youth in the grey environment of the countries of the so-called people’s democracy, i.e., in the lands of the Soviet labour camp.”

Is it today possible to be a publicly declared leftist in Croatia or anywhere on the territory of the former Yugoslavia without being professionally sanctioned? How acceptable, unpleasant or dangerous is that today?

“I’ve never thought about it in that way. Even when I received threats that included descriptions of my physical elimination that would be executed with such expertise that I’d be able to

If it wasn’t for Tito’s resistance to Stalin, we would have spent our youth in the grey environment of the countries of the Soviet labour camp

experience it to the full for an hour, I didn’t immediately rush to the police. And I said that there are highly rated experts. However, I don’t know what a declared leftist would be? It looks like an apricot compote on which it is stated what’s in the jar. I NEVER decided to be declared as an apricot compote. I never thought about the risk. I thought for myself, only being sure not to be adopted by someone crooked.”

Can you make a living from writing?

“I’m a Croatian pensioner, and that category is more or less social. My

foreign publishers don’t like that, so they occasionally send me some money. I certainly have more than most of those who do what I do. If they really aren’t academics.”

How much are you impacted by daily politics today?

“Napoleon’s famous remark on the subject crosses my mind: everyone talks about destiny. Politics is today destiny. So much for Bonaparte. By the way, he was the first to create a secret service, a very effective one. And previously in this interview I said that destiny is genetics. All I can say is that, in getting old, I’ve developed a disdain for such a political class. It seems that this class in our lands, in the former Yugoslavia, is outgrowing its framework by some necessity into what Đilas calls a new class, i.e., a nomenclature. What is actually something of a novelty in this sense, and has been happening recently in Croatia, is that the political class has been directly transferring public money in dizzying amounts to their companies, under their own ownership. For example, one minister transferred millions of euros to his own company. Nothing is hidden anymore, even though it’s nefarious. This has somehow unfolded in a roundabout way so far, though the result is the same. Now they no longer puss-

yfoot around. The political class promotes itself into the high bourgeoisie. So far without any risk!”

Is there any positive heritage from the former country left to us?

“It exists in such a way that it no longer exists. There are memories. If the criterion of a state’s worthiness is the happiness of its citizens, then there was still more of that happiness in Yugoslavia than there is today. But let’s admittedly be under no illusions. Yugoslavia was far from an ideal country, but if we look back on it today, what I said seems true to most of those who were born in these lands.”

What is the greatest success of the Croatian authorities since the creation of the independent state?

“Well, that would imply that many successes exist, and then one that is the biggest. Dajte-najte [Don’t leas us on], as we Kajkavian people say. My masochism also has limits.”

Šnajder’s theatre drama Croatian Faust has to this day remained a “dark object of desire of the Croatian petty bourgeoisie”, never performed at the Croatian National Theatre. If it had ever been performed there – as it was in 1982 at the Yugoslav Drama Theatre, becoming that theatre’s most popular play for the subsequent ten years – would anything have changed regarding the perception of this play and its rating when it comes to contemporary Croatian drama?

“I’m reluctant to talk about it because I’m already sick of that topic. I keep raising two fingers, and as if to pray, Lord, I’m here, the wild son of this one or that one, give me, for God’s sake, take notice! But I basically don’t care about that. There is a chapter in the novel The Angel of Disappearence entitled ‘Le Danse macabre croate’, i.e., ‘The Croatian Dance of Death’, in which I stated something conclusive about that unhappy topic, with the wish that I never have to speak publicly about it again.

“And here you are asking. It boils down to something that survived the disintegration of the country as a taboo and continued to endure in an-

other that was created according to the opposite ‘user manual’. So, how come? There is something curious in all of this, something scurrilously-comical. It scurrilously points to grinning skulls.

“Well, may they all rest in peace!”

Snježana Banović had wanted to stage Croatian Faust at the Croatian National Theatre when she was that theatre’s director of drama, but?

“Mladen Tarbuk, the intendant of the Croatian National Theatre in the

All I can say is that, in getting old, I’ve developed a disdain for the political class as it is

period when Snježana Banović was its director of Drama – forming, by the way, by far the most informed duo to date – indeed mentioned in one interview that he intended to stage that play. But a repertoire proposal was never formed. The two of them certainly thought about it, especially Snježana Banović, but she was very quickly fired from the position of drama director, and that was precisely because of a guest appearance in Belgrade that she had planned. And then, unfortunately, Mladen Tarbuk was also hung out to dry. Banović developed great distress, not only for that play, but also for thirteen others that had never been performed, in many places, including in her book about the crazy ‘80s, which you have in Serbia in the very good edition of Geopoetika.”

Your new novel, The Angel of Disappearence, is a kind of ode to a Zagreb that no longer exists. What is Zagreb today for Slobodan Šnajder?

“Well, just as you exposed who my biological father was, and to whom I offered myself for adoption, Zagreb is forever my birthplace, is it not? Only Homer was born in as many as seven Greek cities. The Angel of Disappearence is dedicated to Zagreb; it is a novel about the city, just like Döblin’s Alexandarplatz is a novel about Berlin, if a small one can be compared to a large one. I live on a small island in central Dalmatia. My sources are there, and one shelf is already full of my books. Terrible.”

What does this writer read; does he have his own favourite writers?

“I’m a reading machine. One anecdote states that my father, old Kempf from The Brass Age, read the entire literary production of Croatia in his time as a critic. I don’t deal with critiques, but I’m interested in what my colleagues write.

“I’ve been reading a lot of Kiš recently. My great literary role model is Roger Martin du Gard, a forgotten French Nobel laureate, and his Thibault family. That’s how I would like to write. I don’t think I’ll succeed.”

Photo: Dirk Skiba

FIRST HUMAN WITH BRAIN IMPLANT CONTROLS COMPUTER WITH HIS THOUGHTS

Elon Musk, the richest man in the world and founder of the medical technology company Neuralink, has announced that the first man with a brain implant has fully recovered and can control a computer mouse using his thoughts. “So far, the progress is good, and it seems that the patient has fully recovered, with neurological effects that we are aware of. The patient can move the mouse on the screen solely using his thoughts,” wrote Musk on the platform X, which he owns. The company implanted the device into the brain of its first human patient in January after receiving approval for it in July. The implant is designed to allow people to control a mouse, keyboard, smartphone, and other smart devices with their thoughts.

MEDAL WINNERS AT PARIS OLYMPICS TO RECEIVE PIECE OF EIFFEL TOWER

Winners of gold, silver, and bronze medals at this year’s Olympic Games will take home a piece of Paris in the form of a fragment of the Eiffel Tower. At the 2024 Olympic and Paralympic Games, a total of 5,084 medals will be awarded, each containing a hexagonal piece of iron, weighing 18 grams, from the Eiffel Tower. On the reverse side of the Olympic medals are the traditional goddess of victory Nike, as well as traditional Greek elements - the Acropolis and the Panathenaic Stadium, where the Olympic Games began in 1896, along with the Eiffel Tower for 2024. Each medal measures 85 mm in circumference, 9.2 mm in width, and varies in weight. Gold medals weigh 529 grams, silver 525 grams, and bronze 455 grams.

ČEFERIN WILL NOT BE UEFA PRESIDENT AFTER 2027

Slovenian lawyer Aleksander Čeferin has announced that he will not run for another term as UEFA president in 2027. Speaking to reporters after the congress in Paris on February 8, Čeferin said he made the decision not to run again about six months ago. This 56-year-old has been leading UEFA since 2016, when he succeeded Michel Platini, who was previously suspended for corruption. Čeferin said he is tired of the coronavirus pandemic, tired of two wars, and nonsense like the European Super League. “What makes me happy and proud is that I am the captain of the ship that has sailed excellently through the storm. We will continue to do so in the next three years,” Čeferin concluded.

JAPAN TO INTRODUCE SPECIAL VISAS FOR DIGITAL NOMADS

Japan has announced the introduction of special visas for digital nomads starting next month, allowing citizens from 49 countries, including Serbia, to stay in the country for up to six months. Japan is increasingly opening up to foreigners in hopes of strengthening its economy and international competitiveness, which are jeopardized by an aging population. In this regard, according to data from the Japanese Ministry of Labour, more than two million foreign nationals are currently working in the Land of the Rising Sun, the highest number in Japan’s history. Citizens of 49 countries and territories are eligible to apply for a Japanese visa for digital nomads.

GERMAN BEER CONSUMPTION CONTINUES TO DECLINE

German beer drinkers seem to be reaching for their steins less often, with sales plummeting by around a quarter over the last three decades, according to reports from local media. Last year, German breweries sold 8.4 billion liters of beer, marking a decrease of about 4.5 percent compared to 2022. This downward trend in beer sales in Germany has been ongoing for several years, with sales decreasing by more than a quarter since 1993. One of the main reasons cited for this decline is the increasing popularity of non-alcoholic beverages. Even the export of German beer is on the decline, leading the German Brewers Association to dub 2023 as a “black year” due to high costs and waning consumer interest. It seems that Germans are opting for alternative beverages, leaving beer sales in a bit of a froth.

DONALD TRUMP UNVEILS HIS OWN LINE OF SNEAKERS

Former President of the United States Donald Trump has launched his own line of sneakers, which he named “Never Give Up”. The front-runner for the Republican Party candidate in this year’s presidential elections introduced gold-colored sneakers at the Sneaker Con store in Philadelphia, priced at $399. “I’ve wanted to do this for a long time, and I believe we will achieve great success,” Trump said in his address to the audience. The store’s website announced that all pairs of this model, totaling 1,000, have already been sold out.

NAVIGATING THE LATEST BREAKTHROUGHS IN Headset Innovation

From virtual reality escapes to augmented workspaces, the latest headsets are redefining the boundaries of digital immersion, offering a glimpse into a future once thought to be the stuff of science fiction

The unveiling of the Apple Vision Pro has set the tech world abuzz, promising an unparalleled immersive experience that brings the realms of entertainment and multitasking to one’s very eyes, a concept once reserved for the pages of science fiction novels. Yet, with a hefty price tag of €3,500, it remains a distant dream for many.

On the more discreet end of the spectrum, the Xreal Air 2 Pro glasses offer a compelling alternative for personal entertainment. These compact smart glasses don’t aspire to replace your computer but instead augment it by mirroring your device’s display onto a 130-inch, 1080p virtual screen that excels for movies and games, offering an immersive experience with adjustable electrochromic dimming options to reduce ambient light distraction.

For those seeking an upgrade within the Meta family, the Meta Quest Pro introduces eye tracking, elevating the virtual reality experience to new heights of intuitiveness and immersion. This feature, alongside a slightly enhanced processor, compensates for the less sharp display when compared to the Quest 3, balancing performance with visual quality.

The Meta Quest 3 stands out as a viable contender, offering a similar immersive experience with the capability to stream films, engage in work amidst floating windows, and delve into mixed reality applications, albeit at a lower visual fidelity compared to the Vision Pro’s superior Apple M2 processor and its 23-million-pixel display system.

BALKAN CHEESE FESTIVAL

2 March – BEO shopping Center

JOEP BEVING CONCERT

26 March - Kolarac

At the BEO Shopping Center, once again, we’ll indulge in the charms of authentic and original Balkan cheeses at the Balkan Cheese Festival. You’ll have the opportunity to taste rare and unusual varieties of cheeses and enjoy pairing them with premium wines and delicacies, as well as cheese-based desserts. The festival will showcase cheeses from Serbia, Montenegro, Bosnia and Herzegovina, France, and Italy. It promises to be an exquisite culinary journey, celebrating the rich diversity and flavours of Balkan cheeses alongside fine accompaniments. Explore the intricate textures and savour the distinct tastes of these cheeses while immersing yourself in a delightful atmosphere of gastronomic delight.

KING SPECTACLE /BELGRADE IRISH FESTIVAL

14 March – Bitef theatre

Dutch composer and pianist Joep Beving will perform for the first time on March 26th at the Kolarac Foundation’s Foyer, as part of his tour promoting his latest album “Hermetism”. Beving, a sensation in the contemporary classical streaming world, returns to his solo piano roots on his latest album. In his quest for beauty, the artist explores ancient philosophy while simultaneously paying tribute to the city of Paris. Join us for an evening of soul-stirring melodies and profound musical exploration as Joep Beving shares his artistic journey with us.

BRAHMS’S LOVE WALTZ

31 March - National Theatre

Theatrical Spectacle, the play KING by the Irish theater troupe Fishamble is an exclusive guest at this year’s BIF. Come and witness the story of a loner named Luther, who bears the name of Martin Luther King - during the day, he doesn’t leave his home, but at night, he “transforms” into a completely different king – Elvis Presley. The story, masterfully portrayed by Pat Kinevan, shows us a man who, like any of us, tries to adapt to the world while still living in harmony with himself and his desires and dreams. Hope, desires, dreams, life challenges, fears, and... dance! Experience the captivating journey of self-discovery and transformation through this compelling performance at BIF.

March to the rhythm of Brahms’s “Love Waltzes” at the National Theatre! The Radio Television of Serbia choir, under the baton of conductor Olga Biserčić, will perform on 31st March, starting at 8 p.m., on the Grand Stage of the National Theatre, presenting the “Waltzes” op. 52 and 65. The concert will also feature the piano duo Jasna Tucović – Milivoje Veljić and soloists from the RTS choir. Join us for an evening of enchanting melodies and musical mastery as we celebrate the timeless beauty of Brahms’s compositions.

FOURTH WING

Rebecca Yarros

Twenty-year-old Violet Sorrengail was supposed to enter the Scribe Quadrant, living a quiet life among books and history. Now, the commanding general - also known as her tough-as-talons mother - has ordered Violet to join the hundreds of candidates striving to become the elite of Navarre: dragon riders. But when you’re smaller than everyone else and your body is brittle, death is only a heartbeat away . . . because dragons don’t bond to ‘fragile’ humans. They incinerate them.

2186 rsd

ZONE TO WIN: ORGANIZING TO COMPETE IN AN AGE OF DISRUPTION

Geoffrey A. Moore

Following up on the ferociously innovative ESCAPE VELOCITY, which served as the basis for Moore’s consulting work to such companies as Salesforce, Microsoft, and Intel, ZONE TO WIN serves as the companion playbook for his landmark guide, offering a practical manual to address the challenge large enterprises face when they seek to add a new line of business to their established portfolio.

2064 rsd

THE TRUTH MACHINE: THE BLOCKCHAIN AND THE FUTURE OF EVERYTHING

Michael J. Casey, Paul Vigna

From the authors of the fascinating The Age of Cryptocurrency, comes the definitive work on the Internet’s next big thing: the blockchain. Many of the ‘legacy systems’ once designed to make our lives easier and our economy more efficient are no longer up to the task; big banks have grown more entrenched, privacy exists only until the next hack, and credit card fraud has become a fact of life. However, there is a way past all this―a new kind of operating system with the potential to revolutionise our economy: the blockchain.

2187 rsd

HBR’S 10 MUST READS ON MANAGING RISK

Harvard Business Review

Avoid the most common errors in risk management. Understand the three distinct categories of risk and tailor your riskmanagement processes accordingly. Embrace uncertainty as a key element of breakthrough innovation. Adopt best practices for mitigating political threats. Upgrade your organization’s forecasting capabilities to gain a competitive edge. Detect and neutralize cyberattacks originating inside your company.

2510 rsd

CONFESSIONS OF AN ECONOMIC HIT MAN

John Perkins

In this shocking exposé, former EHM John Perkins gives an insider view into the corrupt system that cheats and strong-arms countries around the globe out of trillions of dollars and ultimately causes staggering income inequality and ecological devastation. EHMs are highly paid professionals who use development loans to saddle countries with huge debts and force them to serve US interests. Now, a new EHM wave is infecting the world, and at the peak of the devastation sits China, a newly dominant economic power, with its own insidious version of the US EHM blueprint.

2430 rsd

CEO SECRETS

Dougal Shaw

For over five years, Dougal Shaw has been meeting and interviewing business leaders for the BBC series CEO Secrets. More than 200 international chief executives have shared their secrets to success, and this book is the culmination of their insights and expertise. Drawing upon original interviews conducted by Dougal, this book ranges from tech and economics to fashion and hospitalityproviding insights and guidance that are both fascinating and practical for any reader.

2510 rsd

Faces & Places

Embassy of Cuba Hosts Cuban Night Cultural Extravaganza

27/1/2024

The Cuban Embassy in Serbia, led by Ambassador Leyde Ernesto Rodríguez Hernández, hosted “Cuban Night” at Belgrade’s Marinero Restaurant. The event showcased Cuban cuisine, music, and dance, treating guests to traditional dishes and lively performances. Ambassador Rodríguez Hernández emphasized cultural exchange’s significance in fostering friendship between nations and celebrated the enduring bond between Cuba and Serbia. The event strengthened diplomatic ties while offering attendees a vibrant taste of Cuban culture.

First Charitable BELhospice Gala Evening Held in Belgrade

30/1/2024

The first charitable BELhospice Gala Evening was held at the Radisson Blue Old Mill Hotel, during which 23,000 euros were raised to support the ongoing work of the BELhospice multidisciplinary team, providing free home-based palliative care for children diagnosed with incurable diseases in the Belgrade area. 100 guests attended the gala event, including representatives from the diplomatic corps, the corporate sector, the world of sports, and the arts. Their presence and participation in auctions contributed to the funds raised for the BELhospice Centre’s free services. In the elegant ambience, the evening’s hosts, Ivana Božović and Žarko Stepanov, along with performances by Habanera Electric, Irina Pejoska, Iva Manojlović, Sofija Juričan, and the band Lezzgo, made the evening unforgettable for both participants and guests.

Italian Development Institution Opens Belgrade Office

1/2/2024

The office of Italy’s development cooperation financial institution CDP (Cassa Depositi e Prestiti) was inaugurated today in Belgrade, aiming to operate across the Western Balkans and invest in Serbia. Italian Ambassador Luca Gori stated at the opening that Belgrade becomes the first capital of a non-EU state where Italian financial institutions have a significant presence to foster cooperation with Rome. “These institutions support business, trade, investments, and develop cooperation throughout the region. This is not the end but the beginning of a story. In Belgrade, we have a great opportunity to achieve success together,” expressed Gori. CDP’s CEO Dario Scannapieco highlighted, “The ties between Italy and Serbia are robust, with the Belgrade government taking steps to strengthen relations.

German Ambassador Opens New Factory in Serbia

2/2/2024

In a significant development that marks a new chapter in Serbia’s technological landscape, the foundation stone for Muehlbauer Holding’s new production facility was ceremoniously laid in Stara Pazova. The event was graced by the presence of Anke Konrad, Germany’s Ambassador to Serbia, and Aleksandar Vučić, the President of Serbia, highlighting the project’s importance in strengthening the economic and technological ties between Germany and Serbia. Ambassador Konrad emphasized the significance of Muehlbauer’s investment in Serbia, not only for the bilateral relations between the two nations but also for the trust it signifies in the company’s expertise in smart cards and labels. The production of personal ID cards by Muehlbauer stands as a testament to the high level of confidence in the company’s technological capabilities.

Faces & Places

AmCham Serbia Elects New Board of Directors

6/2/2024

The American Chamber of Commerce in Serbia (AmCham Serbia) has heralded a new chapter in its leadership, re-electing Stefan Lazarević as the Chairman of its Board of Directors for a subsequent two-year term. In a significant development for the Serbian business landscape, the American Chamber of Commerce in Serbia (AmCham Serbia) has announced the election of its new Board of Directors, with Stefan Lazarević continuing at the helm for another two years. Mr. Lazarević, who serves as the Vice President for Global Operations at NCR Voyix and the General Director of NCR Voyix in Serbia, embarks on his second term with a clear vision for fostering a robust, predictable, and stable business environment in Serbia.

Red Cross of Serbia Marks 148 Years of Humanitarian Service

7/2/2024

In a grand ceremony held at the Yugoslav Film Archive building, the Red Cross of Serbia celebrated its 148th anniversary, marking nearly a century and a half of humanitarian service. The event saw a gathering of distinguished speakers including the President of the Serbian Red Cross, Professor Dr. Dragan Radovanović, His Holiness Patriarch Porfirije of Serbia, Jelena Stijačić, the head of the regional delegation of the International Committee of the Red Cross, along with key figures from the Serbian government such as Health Minister Professor Dr. Danica Grujičić, Minister of Labour, Employment, Veteran and Social Affairs Nikola Selaković, and secretaries from the Ministries of Family Welfare and Education.

National Day of Iran Marked

8/2/2024

The Embassy of Iran to Serbia celebrated the National Day of Iran at the Crown Plaza hotel with a prestigious event led by Ambassador Rashid Hassan Pour Baei. Dignitaries, diplomats, and guests gathered to honor the rich cultural heritage and achievements of Iran. The event showcased traditional Iranian music, dance performances, and culinary delights, offering attendees a glimpse into the vibrant Iranian culture. Ambassador Baei emphasized the deep historical ties between Iran and Serbia, highlighting the importance of fostering bilateral relations and cultural exchanges. The celebration served as a testament to the enduring friendship and mutual respect between the two nations, reaffirming the commitment to strengthen ties in various fields for the benefit of both countries.

Italian Embassy Hosts Grand Masquerade Ball

10/2/2024

The Italian Embassy hosted a spectacular Grand Masquerade Ball at its premises, graced by the esteemed presence of Italian Ambassador Luca Gori. Dazzling guests adorned in elaborate masks and elegant attire gathered for an enchanting evening celebrating Italian culture and tradition. The ballroom came alive with the sounds of classical Italian music and the graceful movements of dancers, transporting attendees to the magical streets of Venice during carnival season. Ambassador Gori, in his welcoming address, underscored the enduring bond between Italy and Serbia, emphasizing the importance of cultural exchanges in strengthening bilateral ties. The event showcased Italy’s rich artistic heritage and culinary delights, offering guests a taste of la dolce vita.

Faces & Places

Serbia Awards Distinctions to Notable Personalities on National Day

15/2/2024

In a ceremonial tribute to Serbia’s National Day, President Aleksandar Vučić presented awards to a host of esteemed individuals and entities, celebrating their significant contributions to the country. The prestigious event saw the attendance of Prime Minister Ana Brnabić among other key government figures and was inaugurated with the national anthem “Bože Pravde,” performed by the esteemed “Stanislav Binički” Army Choir. The accolades recognized the exemplary efforts of a broad spectrum of society, including esteemed diplomats, revered academics, celebrated authors, and distinguished athletes, showcasing the rich tapestry of talent and dedication within Serbia. This act of national recognition reflects the country’s dedication to honouring those who have played pivotal roles in enhancing Serbia’s cultural, educational, and sporting landscape.

Japanese Embassy Hosts Ceremonial Reception for Emperor Naruhito’s Birthday

22/2/2024

The Embassy of Japan in Belgrade held a ceremonial reception tonight to celebrate the birthday of the Emperor of Japan, Naruhito, at the Metropol Hotel in Belgrade. On this occasion, Ambassador of Japan to Serbia, Akira Imamura, conveyed the Emperor’s congratulations to President Aleksandar Vučić on the Statehood Day. “On the occasion of this year’s Statehood Day of Serbia, His Majesty has sent congratulations and good wishes to President Vučić for the prosperity of the Serbian people,” said Imamura He emphasized that the friendship between Japan and Serbia dates back to 1882 when the great-grandfather of His Majesty, Em-peror Meiji, and King Milan Obrenović exchanged letters, establishing the first official contact.