Empowered Women 2024 by CorD Magazine

TOWARDS BEIJING +30

The 30th anniversary of the Beijing Declaration and Platform for Action in 2025 is a unique opportunity for the international community to reflect upon its promise that every woman and girl should enjoy a life free from discrimination, exclusion, and violence.

Plamena

Marija Savić Manager of Intesa Foundation

Sandra Živković

Milana Rikanović Head of the United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) in

Irena Trifunović

MaxBet Corporate

Tanja Bogdanov DMC Vekol

EDITOR IN CHIEF

Neda Lukić n.lukic@aim.rs

DESIGN

Slađan Radosavljević

Zoran Perović design@aim.rs

PHOTOS Zoran Petrović

COPY EDITOR Mark Pullen

PROJECT MANAGERS Biljana Dević b.devic@aim.rs Mihailo Čučković m.cuckovic@aim.rs Jelena Petrović j.petrovic@aim.rs

OFFICE MANAGER Svetlana Petrović s.petrovic@aim.rs

FINANCE Dragana Skrobonja finance@aim.rs CEO Ana Novčić a.novcic@cordmagazine.com

PUBLISHER Ivan Novčić i.novcic@aim.rs

PRINTING Rotografika d.o.o. Segedinski put 72, Subotica EMPOWERED WOMEN 2025

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Jelena

Nataša

TRAPPED UNDER THE GLASS CEILING

Achieving true gender equality in Serbia requires a multifaceted approach combining legislative alignment, cultural transformation and international cooperation

As the global community approaches the 30th anniversary of the gender equality promoting Beijing Declaration and Platform for Action, this upcoming milestone provides a vital opportunity to reflect on the progress Serbia has achieved in advancing gender equality and the challenges that persist.

Despite tangible achievements, Serbia’s path to gender equality is marked by complex challenges, including persistent patriarchal norms, systemic inequities and emerging risks to legislative frameworks.

Serbia has certainly made significant strides in advancing gender equality through the enactment of progressive legislation and initiatives aimed at fostering societal and economic inclusion for women, with the 2021 Law on Gender Equality and the Law on the Prohibition of Discrimination standing as pillars of Serbia’s legislative advancements in this arena.

However, recent decisions by the Constitutional Court, such as

suspending provisions on gender-sensitive language, pose a threat to the integrity of Serbia’s gender equality framework.

This is just one example of the deeply ingrained patriarchal attitudes that continue to perpetuate discriminatory practices, from workplace inequalities to the disproportionate burden of unpaid care work borne by women.

Stereotypes and societal expectations in Serbia limit women’s access to leadership, entrepreneurship, equitable pay and financial independence, despite their high education and proven competence in political and economic roles.

Gender-based violence remains a pervasive issue, with entrenched societal norms fostering a culture of silence around abuse. While NGOs and legislative reforms have made advances in addressing this issue, the lack of comprehensive sex-disaggregated data and official statistics on femicide undermines efforts to develop evidence-based policies.

The EU has played an instrumental role in supporting Ser-

bia’s gender equality agenda, allocating over four million euros through partnerships with organisations like UN Women and civil society organisations. Initiatives like the Gender Equality Facility (GEF) have strengthened administrative capacities, provided support to the fight against gender-based violence and fostered multisectoral approaches to victim support.

Programmes addressing gender equality have also empowered local communities and enhanced societal awareness of the importance of inclusion, tolerance and justice – values central to Serbia’s EU accession process.

Public awareness campaigns, such as the National Care and Support Day, have brought attention to the unequal distribution of unpaid care work and encouraged younger generations, particularly men, to challenge traditional gender roles. The promising response to these campaigns reflects a slow but notable shift in societal attitudes, especially among younger demographics.

INTERVIEW

GENDER EQUALITY PROGRESS AT RISK

Serbia has made significant strides in terms of advancing gender equality, but recent efforts to weaken or revoke crucial laws and strategies are worrisome and could undermine the gains made so far. The EU is committed to supporting continued progress

Serbia’s legislative and institutional framework for the protection of women’s rights and gender equality is broadly in place, but recent initiatives aimed at thinning this framework and even re-

pealing key laws and strategies are a matter of great concern, says Plamena Halacheva, Deputy Head of the EU Delegation to Serbia. “We are closely following related developments, as women’s rights are part of what we call the fundamentals

that are essential for success on the EU path and are thus central to accession negotiations”.

The 2021 adoption of the Law on Gender Equality and the Law on the Prohibition of Discrimination marked a significant step towards aligning Serbia’s legislation with the EU acquis, explains our interlocutor, noting that further alignment with European standards is nevertheless necessary. “In June 2024, the Constitutional Court suspended the adoption of certain acts derived from the gender equality law, particularly regarding gender-sensitive language, prompting an ongoing constitutionality assessment. This suspension risks undermining the law’s implementation and eroding the progress achieved so far,” says Ms Halacheva.

She adds that additional efforts are also required to enforce obligations like the integrating of a gen-

PLAMENA HALACHEVA

Deputy Head of the EU Delegation to Serbia

der perspective into educational materials, combating gender stereotypes in public discourse and collecting sex-disaggregated data. Notably, Serbia still lacks official statistics on femicide, which is a critical shortcoming.

What measures has the EU delegation to Serbia encouraged to ensure the adoption and effective execution of gender-sensitive policies across Serbian institutions and governance structures?

— The EU has systematically supported gender equality in Serbia. So far, through our cooperation with UN Women alone we have allocated more than four million euros for projects aimed at improving the legislative and strategic frameworks in Serbia; for the introduction of a gender perspective, i.e. gender mainstreaming in various sectors and public policies, as well as for the implementation of local initiatives aimed at the economic empowerment of women, their inclusion in the labour market and combating gender stereotypes.

— The EU Delegation actively engages with civil society organisations (CSOs) in implementing, monitoring and evaluating initiatives to advance women’s and girls’ rights. This collaboration ensures the inclusion of diverse perspectives, reaching women from ethnic minorities and rural areas, as well as women with different abilities. Recognising civil society’s vital role in upholding EU values and promoting democratic governance, the EU also part-

ners with the National Convention on the European Union and other CSOs to monitor reform progress and raise awareness around gender-sensitive policies. We also continue to advocate the active engagement of civil society in policy making by means of systematic and genuine cooperation and public consultations.

Could you share with our readers some successful EU-funded programmes or initiatives that have empowered women in Serbia significantly, and how these have impacted women’s participation in various sectors?

— The main vehicle for EU support in Serbia is through the targeted action: Support to Priority Actions for Gender Equality in Serbia - Gender Equality Facility (GEF) II, implemented by UN Women in partnership with the Coordination Body for Gender Equality and the Ministry of European Integration. Building on the success of GEF I, this programme works to integrate gender considerations across sectors and strengthen administrative capacities for implementing EU and national gender equality commitments. It also supports the development and execution of key national strategies.

The EU additionally funds numerous grassroots initiatives. For instance, a project led by the Centre for the Support of Women in Kikinda focuses on enhancing specialised services for victims of sexual violence in Vojvodina. This includes fostering a multisectoral approach to gender-based vio -

THE CONSTITUTIONAL COURT SUSPENDED PARTS OF THE GENDER EQUALITY

2024,

lence, especially for vulnerable women and girls. Another example is the “Civic Engagement Local Hives” project by the Belgrade Centre for Human Rights and FemPlatz, which empowers women and youth to access their rights and expand civic engagement.

The EU also supports the STORM project (Strong Resistance Movement of women human rights defenders), implemented by the Autonomous Women’s Centre, which protects survivors of gender-based violence and their children. These are just a few examples that demonstrate our holistic approach to bridging gender equality gaps in Serbia.

What are the main challenges you’ve encountered in promoting gender equality in Serbia; and what opportunities do you identify for further advancing this cause?

— The high prevalence of discriminatory attitudes and gender-based violence, including domestic violence, verbal violence against women, including by public figures, cases of obstetric violence and rising cyber violence are a matter of grave concern. Serbia still lacks reliable official statistics on femicides, and overall sex-disaggregated data and statistics are lacking in several domains, which hinders gender equality efforts. The definition of rape in the Serbian criminal code is yet to comply with the Istanbul Convention, and a more comprehensive overall response is needed to all instances of violence against women covered by the Convention. Support services for survivors, primarily run by CSOs, often operate on limited budgets and rely heavily on donor funding, from the EU or other sources.

Media representations contribute to perpetuating gender-based violence and stereotypes, particularly in their portrayal of femicide victims and women in leadership roles. Women’s underrep -

CONCERN

Serious concerns include widespread discrimination and gender-based violence, including domestic and cyber violence, as well as verbal abuse, particularly by public figures GAP

Despite maternity and paternity leave, women in Serbia do 2.5 more hours of unpaid care work daily than men, highlighting a significant gap with the EU-27

COMMITMENT

The EU has invested over four million euros in Serbia through UN Women to support gender equality, including legislative reforms, gender mainstreaming and women’s economic empowerment

resentation in politics and electoral campaigns, as noted in the OSCE/ODIHR report, further underscores systemic issues.

Cultural norms also play a role: only 25% of Serbian women own property, reflecting gender-biased inheritance practices. While both maternity and paternity leave are legally mandated, societal expectations disproportionately place childcare and domestic responsibilities on women, who work an average of 2.5 hours more daily on unpaid care compared to

longing to minorities, are the cornerstone of the European Union; they are deeply rooted in the EU’s DNA and set in stone in our founding treaties. They transcend every policy area in our member states and in our relations with external partners. Unfortunately, at the global level, the past decade has shown us that hard-won progress is not irreversible and that nothing can be taken for granted.

For EU membership candidate countries like Serbia, upholding those values is a prerequisite for advancement in accession negotiations. Upholding them is of-

UPHOLDING

men. This is one of the largest gender gaps between Serbia and the EU-27.

How does gender equality tie into Serbia’s EU integration aspirations, and what benchmarks or conditions related to gender equality are considered crucial for this process in future?

— The universal values of respect for human dignity, freedom, democracy, equality, the rule of law and respect for human rights, including the rights of persons be-

VALUES LIKE

EQUALITY

AND

HUMAN

RIGHTS

IS ESSENTIAL FOR EU

MEMBERSHIP AND REQUIRES ONGOING EFFORT FROM BOTH THE SERBIAN GOVERNMENT AND SOCIETY

ten challenging, as it requires efforts not only of the government, but of the whole society. This is why we need to constantly engage with governments and citizens to promote and nourish pluralism, non-discrimination, tolerance, justice, solidarity and equality between women and men.

Achieving true gender equality requires a multifaceted approach that involves not only legislative measures, but also cultural change, education and the active participation of all stakeholders. The commitment to gender equality is not only a matter of justice, but also a prerequisite for a prosperous and inclusive society within the European Union.

CORPORATE

DRIVING POSITIVE CHANGE

Female leaders are at the forefront of managing ESG and charity functions at Banca Intesa, helping drive positive change within the organisation and the broader community. Thanks to their deep commitment to sustainability and inclusivity, Marija Savić and Sandra Živković have both helped make Banca Intesa a role model for sustainable practices, responsible business operations and charitable initiatives in Serbia’s banking sector

MARIJA SAVIĆ Manager of Intesa Foundation

Driven by a strong dedication to give back to society by addressing pressing social and environmental challenges, Banca Intesa established the Intesa Foundation philantropic organisation at the beginning of the year, in partnership with parent group Intesa Sanpaolo.

The foundation leverages Banca Intesa’s vast philanthropic experience in a systematic and sustainable way to create positive change in healthcare and education, support women in distress, contribute to the fight against social inequalities and climate change, and to sustain community projects.

In striving to help create a more inclusive and supportive society by ensuring that those in need receive the required support, we have provided nearly 800,000 euros in donations to various healthcare and educational institutions in just seven months of operations, which also earned us an award from the Serbian Philanthropy Forum.

As John D. Rockefeller once said: „Think of giving not as a duty but as a privilege”, we aspire to serve an example for other companies in Serbia to engage in philanthropy and contribute to community wellbeing and sustainable development.

SANDRA ŽIVKOVIĆ Head of ESG Office Banca Intesa

It is a great privilege and an even greater responsibility to be part of Banca Intesa’s efforts and focused activities undertaken on its transformative path towards sustainability. As bankers, we are aware of our impact on environmental and social sustainability, which is why we fully accept and embrace our responsibility to participate actively to supporting the green transition.

Yet, translating ESG strategy into a chain of activities and initiatives and ensuring that the bank is progressing and effectively tackling the most important global challenges is not an easy task. Rather, it is a long, complex and challenging journey, guided by the clear goal of helping to combat climate change and support the transition to a low carbon economy with dedicated financial products and services, the full integration of ESG principles into bank processes and business decisions, as well as client engagement and employee education.

We are proud to see how bank employees have gathered around the idea of sustainability, with a strong belief that “every step counts”, acting as true enablers of change while seeing the far-reaching results of their efforts today. We will continue on this path, in accordance with our parent group’s goal of being the leading impact bank and engine for a sustainable future.

MILANA RIKANOVIĆ

Head of the United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) in Serbia

INTERVIEW

YOUNG MEN ARE SLOWLY BREAKING STEREOTYPES

Gender-responsive budgeting, recognition of unpaid work and awareness-raising campaigns are just some of the activities that UN Women Serbia engages in as part of its efforts to reduce gender inequalities and challenge deep-rooted stereotypes

UN Women Serbia is dedicated to advancing gender equality through support for gender-responsive budgeting and the recognition of women’s unpaid labour. Through numerous campaigns, this organisation works to raise awareness of gender stereotypes, violence and social inequality. We discussed these and other initiatives with Milana Rikanović, Head of UN Women in Serbia.

Serbia introduced gender-responsive budgeting nine years ago. What do you see as tangible positive outcomes of this initiative?

— Since 2015, UN Women has supported the Serbian Ministry of Finance in implementing gender-responsive budgeting (GRB), which became a legal obligation under the Budget System Law. GRB is a

sectoral policies and local governance. Thanks to the commitment of the Ministry of Finance, the Provincial Secretariat for Finance and other stakeholders, Serbia is among seven European countries that have been recognised for their best practices in GRB, as noted in the 5.c.1 Sustainable Development Goals Indicator Report.

One recent step forward was marked by the introduction of methodology for tracking and measuring unpaid work, under the scope of the Gender Equality Law. This also requires all local governments to identify unpaid labour and essential support services. Has this initiative led to any noteworthy good practices?

— The recognition of unpaid household labour in the umbrel-

THE GENDER EQUALITY LAW RECOGNISES UNPAID

HOUSEHOLD LABOUR, WHICH ACCOUNTS FOR 21.5% OF SERBIA’S GDP, UNDERSCORING ITS IMPORTANCE FOR SOCIETAL AND ECONOMIC DEVELOPMENT

tool that ensures budget allocations address gender inequalities in society and improve the position of disadvantaged citizens.

All institutions at the national, provincial and local levels that receive direct funding from the state budget are required to gradually implement GRB. This public finance reform has contributed to advancing gender equality across sectors that include entrepreneurship, agriculture, social protection, sports, culture and information, and environmental protection.

The implementation of GRB also improves the transparency of budget planning and spending, while enhancing the knowledge and skills that employees need to address gender inequalities in

is visible among younger generations, with more young fathers actively participating in childcare.

Employers also play a crucial role in supporting women who are burdened with unpaid work, and it is encouraging to see an increasing number of companies introducing measures like flexible working arrangements, remote work and parttime options.

This year’s International Care and Support Day (29th October), marked the launch of the first national campaign urging women to stop doing unpaid work for a day to advocate for a more equitable distribution of such tasks between men and women. How would you assess the impact of this campaign on Serbian society?

PROGRESS

la Gender Equality Law, along with the obligation for its regular tracking and valuation, is a major milestone. We conducted a Gender Analysis of the Economic Value of Unpaid Care Work in 2020, which revealed that unpaid household work accounts for 21.5% of Serbia’s GDP. This highlighted its critical importance to the development of society and the economy. However, it is still too early to assess the full impact of this measure, as unpaid household work and its unequal distribution are deeply rooted in societal norms and gender role stereotypes. Through our activities, we are working directly to raise awareness of the negative effects of these stereotypes, but such change is a long-term process. A positive shift

— In previous years, the UN Women office in Serbia implemented various activities addressing the care economy, including piloting innovative services across the country and promoting the equitable sharing of caregiving responsibilities. However, this was the first time we organised a national campaign calling women to action to collectively highlight the fact that women spend over four hours a day on unpaid work—far more than men.

This limits the ability of some women to participate in the labour market, hinders career advancement or leaves little time for personal wellbeing. These issues impact everyone in society, which is likely why the campaign resonated strongly with the public. To ensure this effort has a lasting impact, we must continue raising awareness of the importance of equitably distributing unpaid work and work towards its institutionalisation. Only societies in which women enjoy full rights and equal opportunities for employment, earnings and education can expect sustainable prosperity and improved quality of life for all citizens.

The introduction of gender-responsive budgeting has advanced gender equality in entrepreneurship, agriculture, social protection, sports, culture, information and other fields SUPPORT Employers play a key role in supporting women who are overburdened with unpaid work, with many introducing flexible work arrangements, remote work and part-time options

STEREOTYPES

Despite the proven benefits of active fatherhood, childcare is still considered primarily a woman’s responsibility in many societies, including Serbia

According to the Serbian Ministry of Family Welfare, only 373 men in Serbia took paternal leave in 2022. Do you believe this is due to stereotypes among young men or the attitudes of employers, who also discourage women from taking such leave?

— The low number of men taking paternity leave in Serbia can be attributed to multiple factors, includ-

or to view themselves as the main breadwinners, which makes them less likely to take parental leave. If they work for employers who lack supportive policies, are unaware of existing mechanisms or hold prejudices, it’s no surprise that men are less motivated to take parental leave. Although no country has completely resolved these issues, Scandinavian na -

ing societal stereotypes—not limited to young men—as well as obstacles posed by employers and the inadequate availability of social protection and caregiving services for children, the elderly and individuals with developmental challenges or disabilities.

Although research consistently shows the benefits of the active involvement of fathers in their children’s lives, in many societies, including Serbia, there remains a deep-rooted stereotype that childcare is primarily a woman’s responsibility. While these attitudes are changing slowly, many young men still feel societal pressure to prioritise paid work over caregiving

of gender-based violence against women in both private and public spaces. This environment sustains a culture in which such violence is often tolerated or justified. Deeply entrenched understandings of gender roles foster a culture of silence and undermine the effectiveness of existing legal measures and protection mechanisms. There is also the “dark figure” of unreport-

ALIGNING LEGAL FRAMEWORKS WITH INTERNATIONAL STANDARDS

IS ESSENTIAL TO ADDRESS THE GENDERED NATURE OF VIOLENCE, WHICH DISPROPORTIONATELY AFFECTS WOMEN

ed violence, as victims often refrain from reporting due to fear of stigma, shame, lack of support, economic dependence, fear of perpetrators and mistrust in institutions.

tions have achieved notable success. To increase this number in Serbia, changes are needed at both the legislative level and in societal attitudes and business practices.

Despite some positive advances, we face disheartening statistics on the prevalence of domestic and public violence against women each year. Why are we not seeing better outcomes despite significant efforts among NGOs and legislative amendments?

— Traditional cultural norms and patriarchal behaviour remain deeply ingrained in Serbian society, contributing to the prevalence

There is a need for ongoing societal awareness campaigns and the establishment of a standardised system for data collection and sharing on all forms of violence in order to improve institutional effectiveness.

Harmonising legal frameworks with international standards to recognise the gendered nature of violence, which disproportionately affects women, is essential. Furthermore, transparent and stable funding for policies, measures and support services provided by institutions and women’s NGOs must be ensured.

Addressing these challenges and achieving lasting change requires sustained advocacy, education and increased funding for multisectoral approaches.

CORPORATE

WOMEN WORK ON THEMSELVES MORE

As the CEO of a company that operates in an industry traditionally perceived in Serbia as “female dominated”, Sanja Pešić encourages her young colleagues to excel in all areas, including leadership, if they choose to pursue that path

SANJA PEŠIĆ

Alma Quattro CEO

In a world where there is more content but less substance, it is only through unity, support, understanding and exchanges that we can – as both individuals and as a company – create an atmosphere of growth and progress for women and men, and especially future generations, says Sanja Pešić in this open conversation about the role of women in business, as well as opportunities and challenges.

Women account for 63% of Alma Quattro’s management team. Is it correct to say that, for you, this isn’t just about a gender balance, but rather about creating a stimulating working environment and setting an example for others? — I don’t believe in the gender balance as such; I believe in creating a working environment where positions are earned through the ability to make sound decisions in challenging situations, enhance the job with skills and knowledge, and improve the working environment while resolving disputes. It just so happens that women work on themselves more, because they want more and better for themselves and their surroundings. They are consequently increasingly embracing leadership roles without hesitation. It’s no secret that I actively encourage women to excel in all areas, including leadership, if they see that as their path. Let’s not forget that the industry in which we operate has traditionally been considered a “female” one.

Men are often seen as more individualistic, while women are considered better team players, due to their belief that the best results are achieved through collaboration, sharing ideas and mutual support. Does your experience support this?

— As someone with years of experience in this industry, I must emphasise that being an individualist has its advantages for certain creative or business roles. The problem arises when you try to turn an individualist into a team player, and it is a manager’s responsibility to assess whether that’s realistic and how it might impact both the team and the individual.

I wouldn’t say this is gender-specific, but it’s true that men are often less open to idea-sharing and collaboration. Women, on the other hand, tend to be more flexible, better at adapting and more efficient in overcoming challenges. They are also more willing to have open discussions, even about difficult topics, take personal responsibility and view situations from multiple perspectives.

WOMEN ARE MORE OPEN TO DISCUSSING EVEN THE MOST DIFFICULT TOPICS, TAKING PERSONAL

RESPONSIBILITY AND VIEWING SITUATIONS FROM MULTIPLE PERSPECTIVES

How do today’s young professionals –your younger colleagues entering the workforce – differ from you when you were starting out?

— I believe women are gradually moving away from the traditionally imposed role of providing a service to others, where their professional aspirations were considered unimportant. Slowly but surely, men are also adapting and accepting women’s roles in this evolving world.

All women are strong in their own ways, but they are today channelling their strength into achieving goals – not just personal achievements, but accomplishments that benefit both their immediate and wider communities. This is their greatest strength and advantage.

We want to succeed in all fields and are willing to pay the price for that, which isn’t insignificant. At the same time, we strive to ensure that everything we do is sustainable and impactful, with an echo that resonates strongly and positively, to the benefit of future generations.

I notice that my younger colleagues are self-aware and confident, but this confidence is fragile due to a lack of experience and support. By helping them build up their experiences and by providing the necessary support, we empower them to achieve meaningful and noble goals, which in turn strengthens their confidence and self-awareness. These traits then become tools for creating new value.

MARIJA MALOVIĆ

Group Corporate Affairs and Communications Manager at Imlek

WOMEN BREAKING STEREOTYPES

Imlek isn’t merely a producer of high-quality dairy products, rather it is also an organisation that cares for its community and employees, enabling them to achieve their full potential, says Marija Malović, who has spent 10 years at this company

Speaking in this interview, Marija Malović, Imlek’s Group Corporate Affairs and Communications Manager, shares her perspective on the position of women in contemporary society and within companies that have embedded gender equality into their foundations. She emphasises that women have managed –through their knowledge, leadership, strength, tireless work and effort – to secure their own rights, advance to significant positions, demonstrate their full potential and contribute to the success of the companies they represent.

This year marks your 10th anniversary at Imlek. Were you aware when you took on the job that you were joining a company that cares for both its community and employees, providing opportunities for them to achieve their full potential?

— When I began my career at Imlek, I was fortunate to have previously spent four years engaged with all aspects of the company’s operations through the market-

COMPANIES LIKE IMLEK PROVIDE WOMEN WITH THE OPPORTUNITY TO DEMONSTRATE

ing agency that I worked for at the time. It was precisely Imlek’s values that played a pivotal role in my decision to join the company. I very quickly realised that Imlek isn’t just a company that produces high-quality dairy products, but rather an organisation that genuinely cares for its community and employees. Imlek invests continually in its people – in their development, education and professional growth. Initiative, creativity and personal development are highly valued at our company, which allows employees to reach their full potential.

When you first started work at the company, women didn’t have the same position in the business world that they enjoy today. Do you believe that women have successfully advocated in their own interests through their determination, knowledge, dedication and hard work?

— Yes, I firmly believe that women have – through decades of effort and advocacy – proven their professional value and determination. They have faced numerous challenges, from prejudice to unequal opportunities for advancement, but progress is undeniably visible. With their knowledge, leadership, strength and, in many cases, tireless work and effort, women have managed to secure their rights and achieve significant positions. That journey has not been easy and has involved many sacrifices to prove oneself in a business world that was reserved almost exclusively for men. Women’s contributions are today increasingly recognised – not only in the field of communications, but across all sectors and industries.

At a company like Imlek, where fundamental principles include gender equality and striking a balance among employees, women have the opportunity to showcase their full potential and contribute to business success.

Although we are a traditionally conservative society, ever-more women are taking on leadership roles in Serbia. Is this also the case at Imlek, given that gender equality is part of your company’s business strategy?

— Gender equality isn’t just a value at Imlek, but rather an integral part of our business strategy. The company provides strong support to all employees, regardless of gender, along with equal opportunities for advancement. While leadership roles across all industries used to be predominantly held by men, an increasing number of women have assumed key managerial positions over recent years. This isn’t a coincidence, rather it is the result of a consistent strategy and policy that promotes equality by offering women support, mentorship and opportunities for growth and career advancement. We have women within our management team who are outstanding mentors and who make strategic decisions and lead important business functions. I believe this trend is becoming more prominent and will only intensify in the future.

Imlek’s corporate culture emphasises employee development for both men and women. Is this the foundation of the increasing business success that the company achieves year after year?

— Employee development is one of the key factors behind our business success. At Imlek, we invest continuously in the education and growth of all our employees, regardless of gender, age or position. All employees have access to various training programmes, mentorships and opportunities to enhance their professional skills. We are focused on developing leaders and experts while improving overall operational efficiency. This commitment is reflected not only in the results we achieve, but also in the fact that

we consistently rank among the most desirable employers in the country and the region. I firmly believe that investing in employees is the key to long-term business success. When employees have an opportunity to learn, grow and improve themselves, they not only contribute to the company, but also bring positive changes to society as a whole.

You mention that Imlek provides every employee with opportunities to achieve their full potential. Is that how the company nurtures leaders, experts and authorities in their field - individuals who drive change both in business and society?

— Absolutely! I believe the most

WHEN EMPLOYEES HAVE AN OPPORTUNITY TO LEARN, GROW AND IMPROVE THEMSELVES, THEY NOT ONLY CONTRIBUTE TO THE COMPANY, BUT ALSO BRING POSITIVE

CHANGES TO SOCIETY AS A WHOLE

important factor in developing leaders and experts is freedom and the opportunity for professional growth. Imlek offers a wide range of training programmes and has a strong culture of mentorship and internal mobility, which enables employees to develop across various areas and identify their talents. Through encouragement and support, employees can realise their potential and become leaders – not only within the company, but also in the broader social context. Our goal is to create an environment in which individuals, regardless of gender, can grow and advance continuously, thus becoming drivers of positive change – both in business and society.

WGeneral

manager, GrECo

ith two major anniversaries on the horizon – 20 years of GrECo Serbia and 100 years of the GrECo Group – we spoke with Dušanka Talić about the company’s excellent business results, the growth of the local team, new market demands and more. We also couldn’t help but mention the technological centre – GrECo Tech Hub in Belgrade – as well as the team’s strong resolve to remain leaders in risk management, while simultaneously raising insurance industry standards.

Your company has just completed another successful year, marked by excellent business results and the further strengthening of your market position. You must have plenty of reasons to be more than satisfied?

CORPORATE

CENTURY OF EXPERIENCE WITH A VISION FOR THE FUTURE

Since the founding of GrECo Serbia, we have insisted on three core principles: understanding client needs; providing tailored solutions; and building lasting relationships of trust, says GrECo Serbia General manager Dušanka Talić

— Absolutely! We’ve had a really successful year that we are proud of. I must emphasise that the past year has been filled with challenges, as our industry is changing constantly under the influence of global economic and regulatory factors, as well as increasingly specific client demands. That’s why our focus on innovation, employee development and adapting to market-specific needs has never been more important.

Apart from the excellent business results that serve as confirmation of our success, we are also proud of the growth of our team in Serbia. Expanding our capacity has brought us new energy and ideas, and I believe that is key to sustainable development. Clients have recognised our effort and dedication, which further motivates us to move forward and improve our services constantly.

ONE OF THE KEY FOCUSES MOVING FORWARD WILL BE THE FURTHER DEVELOPMENT OF DIGITAL SOLUTIONS THAT WILL ALLOW OUR CLIENTS GREATER TRANSPARENCY, EASIER ACCESS

The core principle of your work is to become the insurance department for every company with which you collaborate. You are essentially part of the team in each of these companies. Is that what sets you apart from the competition?

— Our core principle is simple: each client is unique, and our task is to provide tailored solutions that will ensure security and stability in their operations. We consider ourselves more than just intermediaries in insurance – we are advisors, partners and, as you beautifully put it, part of our clients’ teams. What sets us apart is our approach. We don’t just deal with current risks, but work with our clients to identify and prevent future potential risks.

I would also like to highlight our technological centre – the GrECo Tech Hub in Belgrade. Through this initiative, we are developing advanced digital tools that provide our clients with full insight into their insurance, simplified processes and personalised solutions. This technological advantage enables us to remain market leaders and to offer top-quality services.

You are approaching two major anniversaries: 20 years of GrECo Serbia and 100 years of the GrECo Group. Trends, products and offers change, but surely there is something that remains the same, something you insist on from the very beginning…

Celebrating these two anniversaries next year holds special meaning for us. These anniversaries represent the longevity and stability of the GrECo Group, as well as GrECo Serbia, as part of this system. Trends, technologies and market demands have changed, but what has remained the same from the beginning is our focus on clients.

Since its foundation, we have insisted on three core principles: understanding client needs; providing tailored solutions; and building longstanding relationships of trust. This is the foundation of our tradition and success.

Moreover, our ability to combine global expertise with local knowledge enables us to remain relevant and flexible in tumultuous times. Our role is not just to provide security through insurance, but also to be strategic advisors to our clients, helping them build resilience and the future of their companies.

It’s crucial in your industry to have strong and excellent connections with clients. How do you manage to build such relationships?

— Building strong and lasting relationships with clients requires much more than providing quality services – it involves trust, transparency and a deep understanding of each client’s needs. Our approach is based on personalisation. Every client is unique, and we adapt our services to their specific challenges and goals.

We pay special attention to communication, as we believe it is the foundation of every successful relationship. We hold regular meetings, listen to feedback

and strive to anticipate potential challenges so that we can respond proactively. Technology also plays a key role in creating a better experience – through digital tools, we enable clients to gain easier access to information and greater transparency.

Furthermore, our team is improving continuously, so that we can meet the most complex demands and provide advice that is of strategic importance. When clients feel that we truly understand their business and needs, that serves as a foundation for longterm cooperation and trust.

We’ve talked about where GrECo Group and GrECo Serbia were 100 and 20 years ago, and where they are today, but where will you be in the years to come? What plans and ambitions do you have as you enter 2025 and a new decade of operations?

— Looking ahead always carries a degree of uncertainty, but also excitement. Our ambition for the coming years is to remain a leader in risk management while raising the standards in the insurance industry.

One of the key focuses will be the further development of digital solutions that will allow our cli-

WE DON’T JUST DEAL WITH CURRENT RISKS, BUT WORK WITH CLIENTS TO IDENTIFY AND PREVENT FUTURE POTENTIAL RISKS

ents greater transparency, easier access to services and personalised experiences. GrECo Tech Hub in Belgrade plays a central role in this process, as we believe technology can improve every aspect of business.

We also plan to further expand our expert team, because we believe our employees are our greatest strength. Through continuous education and development, we want to ensure that our colleagues remain up to date with the latest trends and practices in the industry. We are known on the market as a connected and harmonious team with strong interpersonal relationships, and it’s very important to us that this remains the case.

Finally, we remain dedicated to our core goal: providing security and support to clients in all aspects of their operations. Our mission is to be a long-term partner on their path to success and growth.

MMaxBet Corporate Communications Director

axBet, which has been a regional leader in sports betting and gambling for many years, became part of Flutter International, the gambling industry’s largest global group, at the start of 2024. We spoke with MaxBet Corporate Communications Director Irena Trifunović about this strategic partnership and the company’s future, as well as the empowering of women in leadership.

MaxBet occupies a strong and stable market position. Players recognise your brand as one that provides high-quality products and innovative solutions, building your reputation on the basis of trust.

— The MaxBet brand is built on longterm trust and dedication to our players. Our strategy is based on innovation, diverse offers and the continuous improvement of the player experience. We believe that success comes through open dialogue with our users

DIVERSITY DRIVES SUCCESS

Despite the gambling industry often being perceived as male-dominated, more than 60% of MaxBet employees are women, who shape the future of the business side by side with their male colleagues, says Irena Trifunović, one such woman

and adapting to their needs. Trust, which is a key element of our business, is earned through consistency and transparency in everything we do. As part of Flutter International, we further strengthen our standards of quality and responsible business practices, making us a reliable choice on the market.

Women account for almost 60% of the workforce at MaxBet. Does this mean that your company values gender equality and represents a place where women shape the future of the business, alongside their male colleagues?

— Although the gambling industry is often seen as traditionally male-dominated, we are proud to report that more than 60% of employees at MaxBet are women. The women in our team balance innovation and dedication successfully, setting high standards in every sector of our business. We are proud of the fact that women play an important role in shaping the company’s future. Their contribution is invaluable and we are committed to supporting their continued development. Gender equality is an integral part of our corporate culture. We be-

lieve in creating a working environment in which everyone has equal opportunities to grow, contribute and be recognised. Flutter International has further inspired us to continue on this path and enhance our approach to empowering women in leadership.

How are MaxBet’s women empowered and encouraged to take on leadership roles?

— As part of Flutter International, a leading global company in sports betting and gambling, MaxBet actively implements programmes that empower women and encourage their professional development. These include mentoring programmes, opportunities for lifelong learning and training focused on developing leadership skills. We support women in taking on responsible positions through clearly defined career paths and professional growth programmes. Moreover, diversity is very important to us, as we believe it brings creativity and strength to our team, making us more resilient in handling day-to-day challenges.

Our strategy is clear: we want women to be leaders of change –not only within our company, but also across the industry as a whole. Women’s leadership in Flutter International and at MaxBet serves as an inspiration to all of our employees, demonstrating that quality and dedication know no boundaries.

IRENA TRIFUNOVIĆ

“WE” IS STRONGER THAN “I”

“At

Lidl, we regularly gather feedback from all stakeholders to ensure that our communications reflect their needs and expectations,” says Marija Kojčić, Lidl Serbia’s Head of

Corporate Communications

MARIJA KOJČIĆ Head of Corporate Communications, Lidl Serbia

In this candid interview, Lidl’s Marija Kojčić shares her insights into the ways the company’s corporate communications department upholds the reputation of this large and influential brand. She also explains how Lidl Serbia engages with the market, contributes to the community and fosters cross-departmental collaboration, while embracing her personal dual role as a leader and team mentor – all while staying true to the company’s core values.

What are the key mechanisms driving Lidl’s success?

— Building and maintaining our reputation is grounded in consistent adherence to our corporate values and leadership principles, which include responsible resource management and respect for employees, consumers and business partners.

We aren’t focused exclusively on business goals, as social and environmental responsibility plays a pivotal role in maintaining our reputation. As a company that’s aware of its significant impact on the environment, corporate social responsibility is a key element of our operations.

We strive to ensure that our products and services are sustainable, that we contribute to the community and that we continuously improve relationships with all stakeholders through transparent communication.

How do you shape Lidl’s PR strategy?

Creating a PR strategy requires a truly comprehensive approach that includes understanding our customers, market trends and competitors, while respecting the brand’s

identity – its values, recognition and other elements.

The key to our approach lies in transparency and authenticity in all our messages. This allows us to build a clear and consistent communication framework that reflects our values and mission. We aim to establish and maintain lasting, positive relationships with all relevant stakeholders.

Lidl is a large international company that has many employees, and your department collaborates with almost everyone across the company. What does that look like?

— At Lidl, cross-departmental collaboration is essential to efficient operations and is based on open communication and mutual respect. We encourage teamwork through joint projects and regular team meetings to align activities and share information.

THE KEY TO OUR APPROACH LIES IN TRANSPARENCY AND AUTHENTICITY IN ALL OUR MESSAGES. THIS ALLOWS US TO BUILD A CLEAR AND CONSISTENT COMMUNICATION FRAMEWORK THAT REFLECTS OUR VALUES AND MISSION

We value everyone’s input, which serves as a significant motivator for active employee engagement. From a team leader’s perspective, I believe it’s our responsibility to share information, foster team spirit and encourage collaboration.

We like to say that one “we” is stronger than many “I” – we can solve any problem and achieve every goal together.

What inspires you in your work and how do you stay motivated in such a dynamic environment?

— The role of a leader in corporate communications is never monotonous – every day brings new challenges and learning and growth opportunities, which keeps me highly motivated and inspired.

I have the privilege of working with an outstanding communications team, comprising talented and successful colleagues. Teamwork and dedication enable us to grow professionally, while paving the best path forward for the company.

A dynamic environment fuels our creativity, while analytical thinking and result-oriented goals drive the success of our projects and the company’s overall reputation. This synergy between the team and a productive work environment ensures that our corporate communications are exceptionally effective.

I firmly believe that my personal and professional growth stems largely from the fact that I have the continuous opportunity to develop and “grow” within the company and alongside a team that shares essential values and responsible business practices. I truly enjoy every new workday and professional challenge.

Snapshot of gender equality across the Sustainable Development Goals

Countries with domestic violence legislation have lower rates of intimate partner violence than those without legislation, 9.5% compared to 16.1%.

At current rates, it will take an additional 137 years to END EXTREME POVERTY among women.

Social protection is key for poverty eradication, yet 50.1% of women are covered by at least one social protection beneﬁt, compared to 54.6% of men.

CONFLICT and DISPLACEMENT are key risk factors for women’s physical and mental health.

In Sudan, around 1.2 million PREGNANT AND BREASTFEEDING WOMEN are expected to suﬀer from malnutrition and face complications during delivery.

Discriminatory legal frameworks prevail in many parts of the world.

In 18% of countries, women do not have equal rights to confer citizenship to their spouses and their children.

54% of countries do not have laws that base the legal deﬁnition of rape on the lack of freely given consent.

In 51% of countries, there is at least one restriction preventing women from doing the same jobs as men.

18.7% of women aged 20-24 years were married before age 18, down from 24.1% in 2003.

At current rates, child marriage will only end in 2092.

Globally, women spend 2.5 times as many hours a day on unpaid care and domestic work as men.

In 2023, women held 26.9% of seats in parliaments, 35.5% of seats in local governments and 27.5% of managerial positions.

Women account for less than 40% of owners or rightsbearers for agricultural land in 32 out of 49 countries with data. There are 47.8 million more moderately or severely food insecure WOMEN than men.

Closing the gender gap in farm productivity and the wage gap in food systems would reduce the number of FOOD�INSECURE PEOPLE by 45 million.

Today, 119.3 million GIRLS remain out of school, down by 5.4 million since 2015.

The annual global cost of the education skills deﬁcit surpasses $10 trillion, more than the GDP of France and Japan combined.

In sub-Saharan Africa, the cost is $210 billion, exceeding 10% of the GDP in this region.

72% of countries set the minimum age of marriage below 18 years, with no legal exceptions, for both women and men.

1 in every 8

WOMEN AND GIRLS aged 15-49 was subjected to sexual and/or physical violence by an intimate partner in the previous year.

WOMEN and GIRLS spend 250 million hours per day on water collection, over 3 TIMES MORE than men and boys.

Electriﬁcation increases women’s employment outside the home by 9 to 23 percentage points.

Universal access to clean cooking could save women

40 HOURS A WEEK on average.

Women account for only 35% of all science, technology, engineering and math graduates.

If left unaddressed, the global gender gap in Internet use could cost low- and middle-income countries an estimated $500 billion over the next ﬁve years.

In 2020, only about 6 in 10 urban residents had convenient access to public transportation. Women rely on such services more than men, making gaps disproportionately worse for them.

In 2023, about 612 million

WOMEN and GIRLS lived within 50 kilometres of at least one of 170 armed conﬂicts, an increase of 41% since 2015.

The United Nations confirmed a 50% increase in cases of conflict-related sexual violence since 2022, with women and girls suffering 95% of these crimes.

Artiﬁcial Intelligence is reshaping labour markets: 3.7% of women hold jobs that could be replaced by the technology, compared to 1.4% of men.

Migrant women and girls are at major risk of gender-based violence and traﬃcking.

In 2020, women accounted for 64% of detected victims of traﬃcking for sexual exploitation, and girls for another 27%.

By 2050, climate change may push up to 158 million more women and girls into extreme poverty ($2.15 per day), 16 million more than men and boys. At higher poverty thresholds, the total number of women and girls reaches 310 million ($3.65 per day) and 422 million ($6.85 per day).

Countries are on average only at a HALFWAY POINT in planning, producing and making gender data available.

Yet half of all projects on statistics and data supported by oﬃcial development assistance devote less than 0.05% to gender-related dimensions.

ESG EVENT PERFORMANCE MEASUREMENT NOW AVAILABLE IN SERBIA

Environmental, Social and Governance (ESG) factors have gained significant importance in recent years, with companies, investors and regulatory bodies having increasingly recognised the impact of non-financial risks and opportunities on business results and long-term sustainability. This trend is now extending to the events industry, where the European Union is introducing a regulatory framework in 2025

TANJA BOGDANOV

DMC Vekol Founder and CEO

he DMC Vekol consulting team is bringing an ESG tool specifically designed to measure sustainability in event management to the domestic market for the first time. We spoke with its founder and CEO, Tanja Bogdanov, about the importance of sustainability metrics, new EU regulations and their impact on the events industry.

TWhy is it important for events to measure and report on sustainability, particularly given the new EU regulations starting in 2025?

— As a leading regional DMC (destination management company) that has hosted the likes of Deutsche Telekom and Walt Disney, and that has organised over 350 major events, we strive to keep pace with modern innovations and global trends.

Starting in 2025, the European Union is expanding its ESG legislation to include mandatory sustainability measurement and reporting across all sectors, including the events industry. This means that organisers will no longer be able to disregard their environmental impact.

Sustainability metrics provide concrete, measurable data that help companies reduce their environmental footprint, comply with regulatory requirements and satisfy the market’s growing demand for transparency and accountability.

What does ESG certification entail, and how does it help clients prepare for future reporting requirements?

— ESG certification confirms that an event has been organised in accordance with the highest sustainability standards. This involves detailed analysis of all aspects of an event—from carbon emissions and waste management, to its broader impact on the local community.

In partnership with international ESG experts, DMC Vekol is introducing a tool that enables the precise measurement of every event’s environmental, social and economic footprint. The Planet Positive ESG audit is a validated self-assessment

process that allows companies to build a robust sustainability management system in the first step, which is then sent for verification in the second step.

The Planet Positive ESG audit can also be combined with other corporate business audits. Our team is trained to use this tool at the highest level, ensuring clients not only comply with upcoming regulations, but also optimise their ESG ratings through compensatory measures.

Whether you aim to measure your company’s ESG performance for reporting or support investment decisions, the DMC Vekol team has the expertise to help you achieve your goals. This tool is universally applicable to all events and is available for use by all interested clients.

How do you view the introduction of ESG methodology that’s set to transform the events industry in Serbia and around the region?

— Organisers will need to think long-term and use resources more wisely. This will lead to a qualitative shift across the entire industry, opening doors to international clients seeking partners aligned with their sustainability standards.

This, in turn, will improve Serbia’s reputation as a destination for sustainable events. As pioneers in implementing ESG standards, DMC Vekol offers everyone the opportunity to become part of the new era in the events industry.

SUPPORTING TALENTED WOMEN

A strategic partnership between Addiko Bank and Women on Boards Adria (WOBA) has been established in an effort to promote gender equality and increase female representation on company boards around the region

As a corporate partner that hails from the banking sector, Addiko Bank will play a key role in advancing the WOBA initiative, further developing the leadership network and promoting the importance of gender diversity as a cornerstone of responsible and successful business practices.

To enhance gender equality in corporate governance, on boards and in leadership roles throughout the region, Addiko Bank has established a strategic partnership with Women on Boards Adria (WOBA), a regional non-profit organisation dedicated to increasing gender equality and female representation at the board level and in executive positions within companies around the Adria region. WOBA works with companies, governments of the region and international institutions to advocate greater female participation in leadership roles in the region’s business sector.

CATALYST FOR POSITIVE CHANGE

As part of this strategic collaboration, Addiko Bank and WOBA will work together to raise awareness of the importance of greater female inclusion at all levels. Addiko Bank ambassadors, both women and men, will empow -

er others to advance their careers through training and mentorship.

This partnership is expected to serve as a catalyst for positive change, helping unlock the full potential of female leaders while contributing to a stronger, more innovative and equitable business community in our region.

“At Addiko Bank, we strive to provide a modern, attractive and motivating environment that offers diverse opportunities for education and professional development, while fostering empathy, promoting diversity and ensuring equal opportunities, the protection of rights and transparent communication. The partnership with Women on Boards Adria allows Addiko Bank to communicate its core values more broadly and inspire others to think and act similarly,” says Ivana Kantar, Addiko Bank Director of Human Resources and Organisation.

IMPORTANT ROLE

This collaboration underscores a shared commitment to building an inclusive and fair business environment in which diverse talented individuals can thrive and assume leadership roles.

“We are delighted that Addiko Bank has joined the WOBA network as a corporate partner, further affirming that gender diversity initiatives are gaining strong

momentum. This bank’s dedication is reflected in concrete actions and numerous activities. Promoting greater female representation on boards isn’t just about having more women at the table, but also about diversifying the table itself – determining who gets the opportunity to sit there and whose voices are heard. We look forward to working together to build a business community in which talented

Ivana I. Petrović, Addiko Bank’s Management and Development Director and representative in the Women on Boards Adria initiative, participated in the first WOBA-organised conference in Serbia, entitled “Integration of ESG Standards for a More Resilient and Inclusive Financial Sector in Serbia” and dedicated to the implementation of ESG standards in the country’s financial sector, which was held at Belgrade’s Hyatt Regency Hotel on 13th December 2024.

women can truly advance and take on leadership roles,” said WOBA President Biljana Braithwaite. Braithwaite emphasised that Addiko Bank, as a corporate partner from the banking sector, will play a pivotal role in advancing the WOBA initiative, strengthening the leadership network and promoting gender diversity as a key factor of responsible and effective business practices.

One of the fundamental principles of Pinoles is overcoming all forms of discrimination. The company focuses on the younger generation, helping them integrate and contribute to society while opposing ageism and valuing experience and longstanding service. Here its CFO, Tijana Rauš, explains that the right balance is achieved thanks to the significant presence of women in management, who are trained in compromise and balance, possibly representing the keys to success in this area.

As a woman who has spent most of her career in a predominantly male-dominated field, how do you view the position of women in business and society?

— Women are, in general, naturally calmer, more stable, loyal, courageous, analytical and persistent. They focus on a company’s wellbeing rather than on proving themselves. While I’m fortunate to work for a company where these positive traits are recognised and valued, I still encounter outdated behavioural patterns and gender discrimination in my daily work.

In theory, we all have equal growth and development opportunities, but women face far more obstacles than men in practice, partly because they are often seen as the cornerstone of the family. One solution is undoubtedly the economic empowerment of women, as

CORPORATE

FOCUSED ON YOUTH AND WOMEN

Pinoles employs 150 people, with 30% being women. Notably, however, women account for over 50% in the top management tier, explains Tijana Rauš, the company’s Chief Financial Officer

TIJANA RAUŠ

Pinoles CFO

there is still a clear disparity in financial conditions between men and women, even in the same positions with identical results.

Do you think this disparity is related to the nature of women, a traditional upbringing, or the narrative being perpetuated?

— Women tend to naturally focus on what they lack, what they need to learn, and how to improve themselves. Men, on the other hand, emphasise and exaggerate what they know, often ignoring their shortcomings. If you offer a man a new job, he will highlight his skills, while a woman will think about risks and her weaknesses.

Moreover, we are constantly surrounded by a negative narrative, often influenced by the media.

Beyond being the driving force of Pinoles, women are typically the initiators of humanitarian and socially beneficial actions, such as supporting sick and abandoned children, rehabilitation centres, hospitals, churches, monasteries, mountain rescue services and nursery school renovations.

Pinoles places a significant emphasis on developing talented youngsters. — That’s correct! Workers aged under 30 comprise 25% of the workforce at our company, with most of them engaged in IT, marketing, development and anal-

ysis. We encourage their creativity and productivity, resulting in the production of smaller software tools that greatly support our manufacturing and warehouse operations.

We help them overcome challenges such as a lack of focus, short-term thinking, a lack of responsibility and a diminished sense of belonging to society, as well as their need for instant gratification. In return, we learn from them how to adapt to and embrace new developments, changing outdated patterns. They help us think “outside the box” and avoid falling into rigid work habits and behaviours.

This mutual support has led to your longstanding collaboration with the Belgrade Faculty of Organisational Sciences (FON) and the Faculty of Forestry?

— We provide financial assistance and openly share our practical experience, and in return receive recommendations for young talents before they even enter the labour market. Our doors are open for internships and mentorship while they are studying, and they can find employment with us following graduation.

Over the past two years, we have hosted 16 FON students for internships, while 10 graduates of the Faculty of Forestry have been hired on the basis of recommendations from professors.

BEYOND THE GLASS CEILING

Women are better educated and more active in the labour force than ever, and are increasingly working in managerial roles. Yet despite these gains, their representation in top positions in business still lags behind that of men.

Globally, approximately 50% of working age women are part of the labour force, in comparison to 75% of men. Women are also outstripping men in third-level education. Source: ILO

hroughout her distinguished career, Jelena Ivanović has had the opportunity to demonstrate her professional skills in numerous companies and industries. These experiences have both shaped her and equipped her with the knowledge and expertise she now applies as Head of Marketing at Đak Sport and The Spot. In our interview, she reflects on the evolution of marketing, communication channels and teamwork, as well the importance of creating a stimulating work atmosphere.

TNearly two decades have passed since you began working in marketing, and much has changed over that time. The industry has transformed, communication channels have evolved and society has shifted. And presumably so have you…

— Marketing has experienced a dramatic transformation over the last two decades. The market itself is evolving constantly, and so is marketing. If we look back to the start of the millennium, most available advertising and promotional channels – like radio, television, or print media – targeted mass audiences. Facebook was barely established and Instagram only launched in 2010. Remember that the first iPhone was only released in 2007, when most of us were still using Nokia or Ericsson phones. Social media and online advertising have undoubtedly been the most significant game changers of the past 20 years.

Digital marketing has revolutionised traditional marketing. Marketing will undoubt-

A SUPPORTIVE ATMOSPHERE BREEDS SUCCESS

Marketing has undergone a dramatic transformation over the past two decades and will undoubtedly continue to evolve as new trends emerge, says Jelena Ivanović

JELENA IVANOVIĆ

Head of Marketing at Đak Sport & The Spot

edly continue to evolve and change as new trends and approaches to reach target audiences emerge. Marketing is an extraordinary industry with growth potential across all sectors, and I can’t wait to see where it will be in another ten years!

How have you been shaped by the industries and companies where you’ve demonstrated your skills and proved yourself? Have you acquired invaluable experience and knowledge that you now apply?

— Over the course of my extensive career, I’ve had the opportunity to excel professionally in various companies and industries. These experiences shaped me, provided me with a strategic, structured approach, and gave me practical knowledge that I now apply at Đak.

REGARDLESS OF WHETHER YOU’RE WORKING ON MARKETING FOR A LARGE OR SMALL COMPANY OR BRAND, YOU ARE ALWAYS EXPECTED TO BE UP TO DATE AND TO KEEP TRACK OF TECHNOLOGIES AND INDUSTRY TRENDS

Marketing is primarily a business philosophy. For me, it is also a way of thinking. Only after that comes the understanding of the specifics of an industry. However, regardless of whether you’re working on marketing for a large or small company or brand, you are always expected to be up to date and to keep track of technologies and industry trends, and to always be ready to deliver something creative. That is the common denominator for marketing across all industries.

Đak Sport is something special for you, almost like family. You dedicate significant attention to collaboration, team spirit, proper communication and a supportive work atmosphere… Does success naturally stem from this?

— I believe it’s essential for everyone in a team and company to work together to achieve a shared purpose or goal. I strive to foster a sense of community and often even a family-like environment, because I believe every employee plays a crucial role in project execution. Proper communication is key, and each team member should have the opportunity to participate in decision-making.

I aim to continually create an environment within my department that empowers creative thinking, encourages curiosity and inspires questions and non-linear thinking among colleagues. This approach leads to the development of unique and innovative solutions or successful campaigns. CORPORATE

aim.rs

DRAGANA AŠIĆ RATKOVAC

Business Manager Consulting Serbia, Unija Consulting d.o.o.

THE POWER OF FEMALE SOLIDARITY IN BUSINESS

Women often face stereotypes suggesting that they lack the competence, decisiveness or authority required for leadership roles. Despite possessing the same abilities as their male counterparts, they often struggle with challenges like unequal pay or slower career advancement

Mhe challenges confronting women in business make it essential for women who hold leadership positions to utilise their communication skills to break negative stereotypes and draw attention to their capabilities and achievements.

It is crucial to advocate for pay transparency and to actively negotiate for better working conditions and opportunities for career advancement. Additionally, seeking mentorship and support from other women and mentors can help them overcome these obstacles.

Women have the potential to build strong support networks that allow for the exchange of experiences, advice and collective problem-solving. There is a special magic when women come together and unite, because a natural sense of solidarity and understanding develops among them. They together recognise the challenges of balancing professional life, family responsibilities and personal ambitions, forming friendships grounded in empathy. These relationships often grow beyond professional connections, becoming a source of support, inspiration and mutual encouragement at every step.

I feel fortunate to have this spirit and emotional connection within my team, as it makes work both easier and more enjoyable. We create a space where we can truly be ourselves, without fear of showing our emotions, dreams or ambitions. This sense of togetherness is beautiful, as it stems from deep connections that extend beyond the workplace.

Although female leaders face numerous challenges, their skills and empathy are often the key to success. Collaboration with both women and men enables mutual learning and effective problem-solving, which strengthens organisations and fosters shared progress.

When employees have opportunities to advance their careers and work in an inclusive and supportive environment, they don’t just give their best at work, rather they become company ambassadors in the community. This is the belief at EKO Serbia, where we spoke with their commercial director about this topic, as well as the company’s strategic plans, market and consumer needs, investments and more.

EKO Serbia continues to achieve excellent business results. Is this part of the “Vision 2025” strategic plan?

— The “Vision 2025” strategic plan directs efforts towards reducing our environmental impact and increasing operational efficiency, encompassing a balanced transition to renewable energy sources.

Key milestones include progress in energy autonomy and efficiency projects, as well as the implementation of decarbonisation initiatives. At the same time, we continue to focus on modernising our industrial facilities to create a “refinery of the future”, enabling the production of low-carbon energy products while enhancing safety, risk management and sustainability practices.

A significant component of the “Vision 2025” strategic plan is the digital transformation programme.

CORPORATE

A SATISFIED EMPLOYEE IS THE BEST AMBASSADOR

Flexibility and innovation are key factors in adapting to modern demands, and EKO has structured its business precisely along these lines, says EKO Serbia Commercial Director Nataša Vukšić

NATAŠA VUKŠIĆ

Commercial Director, EKO Serbia

The installation of solar panels on the roofs of our petrol stations is one of the initiatives for reducing our environmental footprint, while at the same time they provide an economic benefit.

What do customers really want?

— Tracking changes in consumer habits is crucial for redefining the concept of petrol stations. Costumers demand environmentally friendly solutions, such as charging stations for electric vehicles and hybrid technologies.

Customers are prioritising digitalisation, efficiency and new services at fuel stations, such as parcel lockers for courier services and digital payment systems through apps and contactless payment options, rest areas, cafés, restaurants and stores offering healthy food options and eco-friendly products, as well as workspaces with internet access. In order to meet these needs, our Kalypso minimarket concept is evolving further into Kalypso cafés. Costumers now seek and deserve tailored offers based on their consumer habits and exclusive deals for loyal customers. These are now available through the EKO Smile loyalty programme.

At EKO Serbia, you believe that a satisfied employee is the best ambassador for the company?

— Satisfied employees are crucial to the success of any company. Their satisfac-

tion is reflected in how they communicate with clients, business partners and potential employees, helping to strengthen the company’s reputation and attract new talent. Companies that actively listen to the needs of their employees and create space for equality and personal growth build a stable and dedicated team over the long term, which provides the foundation for sustainable growth and success.

Apart from competitive salaries and additional benefits, such as health insurance, bonuses, paid leave and flexible working hours, it is also very important to offer professional development through training, mentoring and promotion within the company. Regular recognition and rewarding of employees’ achievements strengthens motivation and loyalty. Equally important is the work environment, where team spirit, a well-organised workspace and a positive atmosphere foster productivity and satisfaction.

An open dialogue between management and employees, and their involvement in decision-making, strengthens their sense of belonging. Workplace safety, both physical and emotional, including efforts against discrimination and bullying, are key factors in employee satisfaction. By combining all these factors, companies can create a stable and motivated team that delivers results.

REDEFINING LUXURY LIVING

Luštica Bay has positioned itself as a leader in high-end real estate and sustainable development on the Montenegrin coast. With a vision for growth, world-class amenities and exceptional potential for high returns, Luštica Bay is at the forefront of the country’s emerging luxury real estate market

SLAVICA MILIĆ

Director of Marketing and Communications at Luštica Bay

The vision for Luštica Bay is very clear: we want to become the prime destination in the Adriatic region, a fantastic best-in-class place. This means providing an all-year-round destination where people can live, work and enjoy life. A place that they feel they belong to,” says Luštica Bay Marketing and Communications Director Slavica Milić.

How is Luštica Bay leveraging Montenegro’s rising profile as a luxury destination to attract investors; and what sets its property offerings apart from more established Mediterranean markets?

— Situated within three hours of Europe’s major hubs, and with three international airports nearby, Luštica Bay provides modern connectivity and appealing investment opportunities. While comparable residences on established European markets command inflated prices, our property values show consistent year-on-year growth that outpaces many Mediterranean counterparts. As Montenegro cements its position as the Adriatic’s most trending destination, Luštica Bay is ideally positioned to offer owners long-term value creation and a new standard of living.

What makes Luštica Bay a unique investment and lifestyle destination?

— It’s the largest investment project of its kind in Southeast Europe, with a €1.5 billion commitment to creating a vibrant, community-focused town. The four distinct neighbourhoods of-

fer tailored lifestyles: from the charm of a Mediterranean fishing village, to urban sophistication, serene exclusivity or elevated living alongside an 18-hole golf course. With 90% of its 690 hectares preserved as pristine landscape, and €470 million invested to date, Luštica Bay exemplifies sustainable, worldclass development.

For the strategic investor seeking substantial returns, Luštica Bay offers a gateway to an emerging market defined by privacy, luxury and connection with nature. The development’s commitment to sustainable design, coupled with its strategic location and world-class amenities, makes it a stand-out investment opportunity. Our properties start from €220,000 in the Centrale neighbourhood and from €740,000 in The Peaks, with a 0% interest payment plan and only a 20% down payment to secure.

TOWN IN THE MAKING

For over 400 families from more than 40 countries, Luštica Bay is a place to belong.

Once complete, the town will be home to:

• More than 6,000 residents

• 3,000+ apartments

• 300+ luxury villas with sea views

• Six more hotels (taking the total to seven, with The Chedi already established)

• The 4.9km ‘Lungo Mare’ coastal path connecting the town with the glorious coastline, bays and beaches

How does Luštica Bay balance luxury, sustainability and community-building?

— Spanning 5.9 km of Adriatic coastline, Luštica Bay integrates luxury living with Montenegro’s natural beauty. Its design ensures most of the land is dedicated to preserving the natural environment while offering unparalleled amenities, such as the scenic Lungo Mare coastal path, five pristine beaches, amazing sport and lifestyle facilities, and residents-only spaces like Horizon’s Clubhouse. Spearheaded by Orascom Development Holding, this greenfield project harmonises sustainability with an inclusive, community-oriented lifestyle, redefining modern coastal living in the region.

THE ECONOMIC POWER OF GENDER EQUALITY

Pursuing diversity and an equal role for women in the economy, in decision-making, and in policy debates is not just about social justice or correcting current and past wrongs. There is ample empirical research demonstrating that it also delivers better results for people, for the planet, and for profits

It is hard to find a word that is more relevant to the world’s greatest challenges and policy priorities than “inclusion,” the theme of last year’s International Women’s Day. Inclusive, green economic growth that benefits all of society is an essential component of sustainable prosperity, social cohesion, competitiveness, and geopolitical stability. Supporting a “just transition” that includes all members of our societies is crucial to ensuring that climate action and the digital transformation lead to a more sustainable and secure world.

Gender equality and equal rights are not just a matter of equity; they are also of paramount economic importance. Research from the International Monetary Fund suggests that narrowing the gender gap in labor markets could increase GDP in emerging markets and developing economies by almost 8%. The gains from fully closing the gender gap would be even higher, lifting GDP in those countries by 23% on average.

Simply put, diversity and an equal role for women in the economy, in decision-making, and in policy debates bring better results. Mobilizing all available talent maximizes productivity and competitiveness, which will be crucial for addressing climate change and promoting global prosperity. It is especially important at a time when the combined effects of the climate crisis, the COVID-19 pandemic, and Russia’s invasion of Ukraine threaten to reverse many of the achievements we thought we had secured.

With four billion people around the world voting in elections this year, there is no better time to highlight the large, positive impact that gender equality has on all societies. For example, research by the European Central Bank suggests that a one-percentage-point increase in female managers at a firm leads to a 0.5% drop in carbon dioxide emissions. Similarly, the European Investment Bank has found that firms led by women have higher environmental, social, and governance (ESG) scores. Likewise, IMF research shows that such firms are also more profitable,

and that greater gender balance on bank boards is associated with greater financial stability and better performance. These findings suggest that the greatest challenges of our time cannot be addressed without inclusion – throughout organizations and at the top.

There has been clear evidence of progress. More and more women today are starting businesses, despite having less access to financing. World Bank data for 71 countries show that, in 45 of them, women represent an increasing share of “sole owners” of companies.

How might we build on this progress?

A study by the European Bank for Reconstruction and Development demonstrates that blended-finance programs

can help women entrepreneurs to access more credit and expand their businesses. Given that women make or influence 80% of consumer-product purchase de-

RESEARCH FROM THE INTERNATIONAL MONETARY FUND SUGGESTS THAT NARROWING THE GENDER GAP IN LABOR MARKETS COULD INCREASE GDP IN EMERGING MARKETS AND DEVELOPING ECONOMIES BY ALMOST 8%

cisions, firms must take women’s views and experiences into account if they want to sell more of their goods. Women also tend to be more environmentally conscious, which helps to explain the growing customer demand for green financial services. Globally, one in three consumers reports that she would pay a premium of as much as 25% for sustainable financial services.

This points to yet another reason that inclusion is good for business: research shows that more women on corporate boards correlates positively with the disclosure of CO2 emissions. Women now control 40% of global wealth, and they want to invest in a sustainable future. Some 74% of women report being interested in increasing the share of ESG investments in their current investment portfolios, compared to 53% of men. Firms that fail to make room for women overlook an opportunity to outperform their competitors.

Over many centuries, women have developed strategies for dealing with unequal situations, and this has made us especially valuable to organizations that want to change the world. Owing to our historical experience of exclusion and inequality, we are more likely to recognize the need for change and to consider the impact of a company’s operations or policy decisions on others. By the same token, countries with higher female representation in parliament are more likely to ratify environmental treaties and adopt policies that address climate change.

Women’s talent is a driving force behind economic progress and an essential part of the solution to climate change. Women already lead some of the world’s most influential financial bodies and play a growing role in the political arena. Now women must lead the shift to a more inclusive and sustainable growth model. We have a unique opportunity to advance inclusion, to inspire similar commitments from others, and to shape the future for the better.

By Nadia Calviño, President of the European Investment

Bank; Kristalina Georgieva, Managing Director of the International Monetary Fund; Odile Renaud-Basso, President of the European Bank for Reconstruction and Development

COMPANIES TO CREATE AN INCLUSIVE ENVIRONMENT

To increase women’s participation in the workforce and attract and retain top talent, companies should invest in policies that support reproductive health and combat sexual harassment. The first step toward meaningful change is using the United Nations Population Fund’s new corporate scorecard to measure progress on this front

Women may represent nearly 40% of the global workforce, but the average workplace was not built with them in mind. Systemic barriers such as insufficient parental leave and persistent sexu-

NEARLY 200 MILLION WOMEN WORKING IN GLOBAL SUPPLY CHAINS RESIDE IN COUNTRIES WHERE THEIR HEALTH NEEDS GO LARGELY UNMET

al harassment prevent women from climbing the career ladder and perpetuate the gender wage gap.

That must change. Companies should strive to create an inclusive environment for women by establishing clear policies on sexual harassment, flexible leave, and working from home. This would allow all workers – including, say, men who would

like to take their paternity leave without guilt – to invest in their own health and support their families.

While there has been some important progress on women’s inclusion in the workplace in recent decades, plenty of work remains to be done. Nearly 200 million women working in global supply chains reside in countries where their health needs go largely unmet. Equally concerning, fewer than one in three managers is a woman.

As a result, the United Nations Population Fund has focused on helping companies invest in employees’ health and well-being. Yes, it is the right thing to do, but it is also good business: a recent UNFPA analysis found that subsidizing sexual and reproductive-health products and services increased workplace productivity by 15%. A strong commitment to employees’ sexual and reproductive health and rights could also improve morale, decrease absenteeism, reduce turnover, and, most importantly, advance gender equi-

ty in the workplace, which could add $12 trillion to global GDP.

Recognizing that measuring progress is required for meaningful, sustained change, UNFPA, in cooperation with Accenture, published a scorecard that demonstrates how well a company is doing at preventing and addressing workplace sexual harassment and supporting employees’ family-planning goals. Like other environmental, social, and governance metrics, the scorecard measures performance on indicators that both advance a social good and support the bottom line.

The first step to achieving gender equality in the workplace is to ensure that people are safe and respected. Recent data have shown that one in five people experience violence or harassment in the workplace, and that one in 15 people experience sexual violence or harassment at work. But only half of survivors of workplace abuse disclose their experience to anyone. These fig-

ures reinforce what many women have long known.

Creating a safe workplace starts with organizational culture – companies must demonstrate that they do not tolerate workplace sexual harassment and, in fact, will root out such behavior. That means implementing policies that directly address and create clear pathways for reporting instances of harassment, alongside trainings that emphasize the importance of an inclusive environment.

As for reproductive health policies, companies can expand women’s choices and help them thrive in the workplace by offering financial support for fertility treatments, surrogacy, adoption, and egg-freezing, as well as by providing private spaces for breastfeeding and free or subsidized menstrual products. And increasing paid parental leave will attract younger workers regardless of gender.

Companies that demonstrate a commitment to ethical business practic-

es and employee well-being will hire and keep top talent, while also getting the best from their workforce. Simple changes, such as providing employees with sanitary pads and iron supplements, have been shown to increase workplace productivity. Moreover, 59% of companies that offer infertility coverage report that it has earned them recognition as a family-friendly employer, and 62% report that it has allowed them to stay competitive in attracting and retaining workers.

Employees are not the only ones seeking better workplace standards. Customers are more likely to patronize businesses with ethical and sustainable practices. In a recent survey of Gen-Z consumers, half of the respondents were more willing to buy from companies with a demonstrated commitment to diversity and inclusion. Another study found that progressive marketing around gender could help brands grow by 8%.

To increase women’s participation in the workforce and attract and retain top talent – regardless of gender – companies should invest in policies that support reproductive health and com -

COMPANIES THAT DEMONSTRATE A COMMITMENT TO ETHICAL BUSINESS PRACTICES AND EMPLOYEE WELL-BEING WILL HIRE AND KEEP TOP TALENT, WHILE ALSO GETTING THE BEST FROM THEIR WORKFORCE

bat sexual harassment and discrimination. This will lead to a healthier, happier, and more productive workforce, and forge a more prosperous, inclusive future where employees thrive and businesses flourish.

By Natalia Kanem, Executive Director of the United Nations Population Fund

HOW TO END THE SCOURGE OF MATERNAL MORTALITY

Maternal mortality is a surprisingly difficult problem to solve. But an “impact hub” approach could foster a genuine global partnership, stretching from local providers to national health systems to international organizations, all unified in their commitment to achieving zero maternal deaths by 2030.

No mother should give her own life to give life to another. Unfortunately, preventing maternal mortality remains a persistent global challenge. The third United Nations Sustainable Development Goal (SDG) commits countries to reduce their maternal mortality rate to less than 70 per 100,000 live births by 2030. At the current pace, the world is projected to fall far short of this target, resulting in more than one million additional, overwhelmingly preventable deaths.

Ending preventable maternal deaths is surprisingly difficult. For starters, many different causes can occur at all stages of pregnancy, making it difficult to determine a policy intervention’s success and its ability to effect lasting change. Second, annual maternal deaths number in the hundreds of thousands – not the millions. Given these circumstances, donors and policymakers prefer to invest in other public-health imperatives, where they can have a larger impact and receive more accurate and timely information about outcomes.

But that should not diminish the significance of maternal mortality. The loss of a mother can devastate her family, starting with the other children she may already have. She also likely cared for relatives or elders in her community, or played an important economic role as a farmer or trader. Her death could directly and negatively affect 10-20 people, or more, spanning multiple generations. Research suggests that children with surviving mothers are

more likely to live past the age of ten and to stay in school longer.

Activists, practitioners, and policymakers have made remarkable progress combating maternal mortality in countries like Ethiopia, India, Nigeria, Sierra Leone, and Tanzania. To help other countries replicate this performance, we recently co-chaired “Room 17”– a working group linked to the SDG 17 for revitalizing partnerships – as part of the 17 Rooms Initiative. We convened leading maternal-health practitioners and experts at the forefront of redesigning global institutions to discuss an “impact hub” approach to the problem.

An impact hub is an organization that connects governmental and non-governmental actors to pursue a singular, measurable mission, with a focus on scaling up effective solutions, rather than starting from scratch. In the case of maternal health, several regional and global organizations, including the Global Financing Facility, the Partnership for Maternal, Newborn & Child Health, and AlignMNH, already perform some of these functions.

To complement existing efforts, the working group proposes a global impact hub focused on the goal of zero maternal deaths by 2030. To measure progress toward this goal, the hub would convene maternal-health practitioners to develop a reliable clinic-level metric such as “deathfree days.” Instead of focusing on the number of deaths, this approach – which has been trialed in Ethiopia and Sierra Leone – emphasizes life, with clinicians and

families celebrating a healthy birth for baby and mom.

Using a pay-for-performance scheme tied to this common metric would enable the impact hub to coordinate efforts across multiple partners and donors. It could also provide capacity-building programs and training on tools and interventions that can holistically support maternal health. For example, policymakers could provide targeted digital cash transfers to overcome the financial barriers to delivery care, while implementing strategies to improve prenatal and postnatal care and investing in a comprehensive maternal health-care workforce.

Of course, such efforts must be adapted to local contexts. Communities vary greatly in terms of political and economic fragility, health-system resilience, cultural needs, and maternal-care priorities. Digital cash transfers may have a greater impact in economically fragile contexts,

TO MEASURE PROGRESS TOWARD THIS GOAL, THE GLOBAL IMPACT HUB WOULD CONVENE MATERNALHEALTH PRACTITIONERS TO DEVELOP A RELIABLE CLINICLEVEL METRIC SUCH AS “DEATH-FREE DAYS”

whereas training programs that improve early detection of high-risk pregnancies are most effective in regions with resilient health systems. By linking funding to outcomes rather than prescribed approaches, the impact hub would be able to support a range of solutions.

Moreover, this global organization would not only pool funding and other resources. It could also spawn a network of national and local impact hubs unified by their commitment to achieving zero maternal deaths by 2030 (and by their willingness to use the same measurement criteria). This would make it easier for development prac-

titioners and funders to navigate the tension between giving communities the autonomy to develop strategies calibrated to local conditions and maintaining the global connectivity required for sharing knowledge, resources, and goals.

In addition to scaling up proven solutions, these hubs will also incentivize bottom-up innovation and investment in new approaches. But the global alliance must consider potential problems, such as a health-care “brain drain,” whereby wealthier or more innovative communities attract midwives and other maternal-care professionals from poorer ones, as

well as the challenges of integrating digital cash transfers into existing health-system infrastructure.

The proposed impact hub could foster a genuine global partnership, stretching from local providers to national health systems to international organizations, all committed to ending the scourge of maternal mortality. By connecting the community-oriented work that extraordinary people are doing on the ground to an overarching mission with targeted support and measurable milestones, we may finally be able to embrace the joy of new life without the shadow of death.

Anne-Marie Slaughter, a former director of policy planning in the US State Department, is CEO of the think tank New America, Professor Emerita of Politics and International Affairs at Princeton University

16 DAYS OF ACTIVISM AGAINST GENDERBASED VIOLENCE

The “16 Days of Activism Against Gender-Based Violence” is a global campaign marked by 1,700 organisations across over 100 countries worldwide.

The campaign begins on 25 November, the International Day for the Elim-

ination of Violence Against Women, and concludes on 10 December, International Human Rights Day.

In Belgrade, a photography exhibition titled “16 Women” was once again organised this year by the Embassy of Sweden in collaboration with Fabrika

Fotografa and Aleksandar Crnogorac. The exhibition was officially opened by the Swedish Ambassador to Serbia, H.E. Mrs. Charlotte Sabina Sammelin.

The exhibition showcases portraits of 16 women from Serbia’s public sphere who lend their support to all

women who have survived or are facing psychological violence in its various forms.

The goal of the exhibition is to highlight this often invisible and unrecognised form of abuse and to inspire women to find the courage and strength

to resist it. Additionally, the exhibition aims to raise awareness about the importance of combating violence against women, promoting gender equality, and advancing human rights.

The list of photographed women includes: Ivon Jafali, Aida Jokanović, Duš-

ka Jovanić, Plamena Halačeva, Vladica Čulić, Marija Janković, Ana Radonjić –Zoe Kida, Sandra Bjelac, Ana Đurić –Konstrakta, Marina Kovačević, Mina Kitić, Olivera Kovačević, Dženet Koko, Hana Selimović, Mina Sovilj, and Ivana Nikolić.