Germany 2022

Investment Interest Growing And Remaining

One piece of good news is that German companies are extremely satisfied with their investments in Serbia and would consider investing further and again. Even better news would be if the labour short ages and green transition were to become the new focus of Serbian policy efforts. This would further fortify positive trends

Eachyear, the AHK economic survey illuminates positive trends in the Serbian business environment and new avenues for further improvement. These insights are even more important today than ever before, as every country is interested in positioning itself as an attractive investment target in times of crisis, and

Serbia is rightfully seeking to explore this possibility. Our conversation with Milan Grujić, President of the GermanSerbian Chamber of Commerce (AHK Serbia), reveals how German companies perceive current economic trends and what they see as the important policy steps for Serbia to remain an attractive investment destination.

With how much optimism are AHK Serbia members today looking towards the end of this year and the next business year?

Actually, not so bad, considering the current political situation around the world. In the AHK economic survey, we asked AHK Serbia members about their own companies’ current business

SATISFACTION

Around 95% of companies participating in the AHK economic survey would invest in Serbia again. This is more than ever before over the last five years. Our forecast is therefore very optimistic

situation and their individual expecta tions for the future.

The assessment of companies’ own business situation in Serbia remains stable, despite the pandemic and the war in Ukraine.

A total of 52% of respondents rate their current business situation as good, almost half as satisfactory, and only 1% as poor. The outlook until the end of the year differs significantly only in one value: 10% expect their own economic situation to deteriorate in the second half of the year.

The existing community of German companies that our Chamber brings together can share positive experiences and those companies are extremely satisfied with their investments in Serbia, and would consider investing further and again. What made me the happiest about this survey is that 95% of companies participating in the AHK economic survey said that they would invest in Serbia again. This is more than ever before over the last five years. Our forecast is therefore very optimistic.

What factors influence that the most – those on the internal market or global factors?

We can see this interest in invest ment growing and remaining a trend, as potential investors recognise vari ous possibilities and advantages in Serbia, such as its close proximity to the European Union, a positive and improving business climate, valuable existing trade agreements and organisa tions, a skilled workforce, infrastructure developing rapidly, improvements to administrative procedures, construc tive and cooperative national and local regional governments. In the end, we need general public institutions that make Serbia a competitive location for potential investors.

How would you assess the current efforts of the Serbian government

SHORTAGES

The lack of a competent workforce plays a greater role year-on-year. German companies could hire 700 employees in certain regions of Serbia right now, but they have difficulties finding them

to adjust its policy under the condi tions of inflationary pressures, pri marily in the energy domain? How important is the price of electricity when it comes to the productivity of German companies?

This is a complex question. On the one hand, rising energy prices are bad

STRATEGY

When it comes to the green economy, we need a strategy and a medium- and longterm implementation plan with clearly defined priorities in Serbia

for both the population and industry. On the other hand, subsidising or cap ping energy costs could lead to energy shortages, because energy providers may not find it attractive to provide energy at these capped prices. Industry needs both competitive prices and stability in energy provision.

According to the map showing the locations of German companies in Serbia, German investors are pre sent almost nationwide across the country. Is labour availability still a motivating factor that attracts new German investors, or has the motivation changed?

Serbia and other countries of the Western Balkan region have high potential to position themselves as first-choice locations and destinations for the relocation of production opera tions for companies from the European Union. One of the main strengths and competitive advantages of Serbia that is attracting foreign investors is cer tainly the educated labour force. It

By introducing the dual education system, companies offer young people from Serbia the opportunity to develop their skills and qualifications. That is the reason many companies invest in research and development, and in cooperation with educational institutes in their neighbourhoods, as well as opening training centres near their facilities. Investors are coming here to stay

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is our employees that bring us added value. By introducing the dual education system, companies offer young people from Serbia the opportunity to develop their skills and qualifications. That is the reason many companies invest in research and development, and in co operation with educational institutes in their communities, as well as opening training centres near their facilities. Investors are coming here to stay.

In the context of labour avail ability specifically, how would you assess the possible scope of the Open Balkan Initiative?

The answer on the political side is that it is what the economy wanted, and that is indeed true dialogue. Agreements signed within the framework of the Open Balkan Initiative yield tangible solutions that save both time and money, and also make our economies more competitive on the global market. The common labour market and single work permit will soon take root. And this helps companies all over the Western Balkans.

Today’s political circumstances have a great influence on the decisions of companies to do business in certain regions. How justified did the expectation that Serbia is a destination for German companies interested in nearshoring really turn out to be?

Serbia has been a location for nearshoring for many years already. And more will come. That is also what we see from our AHK survey. Much fewer companies are looking for sup

pliers from Far East Asia or the Pacific region. Due to the unreliable logistics of great distances, companies are seek ing locations or cooperation partners in countries that are near to the European Union – like Serbia.

That’s why Serbia and other coun tries of the Western Balkan region have high potential to position themselves as first-choice locations and destina tions for the relocating of production operations for EU-based companies. The current situation in Ukraine has merely accelerated nearshoring. It has made Serbia more visible as a poten tial destination to ultimately relocate production operations.

Under the new geopolitical condi tions, what are the most important characteristics that potential German investors most often take into consideration?

What investors want in the end is always the same. We want stability, predictability, a well-educated and competent workforce and, as I said

There is no further development without legal security and certainty.

That’s why one of the priority goals of Serbia’s economic policy in the coming period needs to be the further improvement of the regulatory framework that will result in predictable business conditions for investors

before, reliable logistics to reach our customers. What we do not like is bu reaucracy and red tape.

Due to new approaches in the frame work of the European Green Deal, sustainability has become another very important topic for doing business anywhere in the world. That’s why it will become very important for Serbia to develop renewable energy sources to a much higher extent than is the case today, because in 10-15 years we all have to go in the direction of Zero-CO2 emissions. And when we then cannot buy CO2-emission free energy in Serbia, we will have a much greater problem than today’s rising energy prices.

What questions are you asked by German companies considering Serbia as a potential investment destination? What are the most important topics for them today regarding the business climate in Serbia and do they differ compared to two or three years ago?

Three years ago, we didn’t have the experience of unreliable logistics chains from Asia. Then COVID-19 came for all of us, starting from China – with all the ramifications for international valueadded chains and logistics. Closeness to the European Union today certainly plays a much bigger role than it did three years ago, but that doesn’t make all other topics mentioned above any less relevant. The lack of competent workforce plays a greater role yearon-year. For example just one German company could hire 700 emploees on the spot but they have difficulties finding them. The Serbian Government has to continue to invest more in the edu cational sector, to qualify more young people via vocational training, through so-called dual education. This type of practical training for young people is one of the secrets of the economic suc cess of Germany, Austria and Switzer land. Young people that want to receive a technical professional education in these countries are trained two-thirds of the time in companies, as on-the-job training, and only spend a third of their time in professional state schools. And that is why the whole range of workers in Germany’s workforce – from blue

It will become very important for Serbia to develop renewable energy sources to a much higher extent than is the case today, because in 10-15 years we all have to go in the direction of Zero-CO2 emissions. And when we then cannot buy CO2-emission free energy in Serbia, we will have a much greater problem than today’s rising energy prices

collar to white collar – provide quality to the “Made in Germany” label.

What are your expectations of the new/old Government of Serbia?

As I’ve already stated above, there is a need to continue to invest more into the educational sphere.

Serbia should ake itself more at tractive for younger people, and that

means continuing to modernise schools, trade colleges and universities. Ger man business is ready to support the development of vocational training in the country. That is what we know from our home country, where we have competences that we have been developing for many centuries already.

A qualified workforce and talented individuals should be further developed and nurtured in Serbia.

For sure, the rule of law is also impor tant. There is no further development without legal security and certainty. That’s why one of the priority goals of Serbia’s economic policy in the coming period needs to be the further improve ment of the regulatory framework that will result in predictable business condi tions for investors. That was also stated in our survey by member companies of the German-Serbian Chamber of Commerce. Last, but not least, when it comes to the green economy, we need a strategy and a medium- and long-term implementation plan with clearly de fined priorities in Serbia.

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Riding Turbulent Times

Unfortunately for Ukraine, German companies are relocating from Ukraine to Western Balkan countries in order to build up another nearshoring option not too far from the EU border. This is an opportunity for Serbia to attract more German investors

Given your strong familiarity with the Ukrainian market, could you estimate how vulnerable Ger man companies operating in Serbia are as a result of disruptions to production in this country? What does your membership survey sug gest about this?

From my modest point of view, not at all. On the contrary, or so to say, unfor tunately for Ukraine, I know that there are German companies relocating from Ukraine to Western Balkan countries in order to build up another nearshoring option not too far from the EU border. And this is also an opportunity for Serbia to attract more German investors, once again, unfortunately, because of all the human casualties that this Russian aggression brings to Ukraine.

In addition to that, in our annual economic survey we asked our mem bers about the short-term economic consequences of this war that they feel already or expect to hit their business. Firstly, they are already facing higher costs for energy, raw materials and inputs. Secondly, they have difficulties sourcing raw materials and services, because demand is higher than supply worldwide. Thirdly, they report disrup tions in their supply chains and logistics.

At the moment, every company is focusing on its own energy supply and dealing with significantly higher en ergy costs.

AlexanderMarkus, AHK Serbia

Executive Board Member, commenced his assignment at the German Chambers of Commerce, AHK, in July of this year, when the Ukraine crisis started accelerating and businesses were pre

occupied with building strategies to overcome supply chain disruptions and rising energy prices. Yet, despite this turmoil, German companies in Serbia are doing well and AHK represents a helping hand for them in dealing with the new normal, says Markus.

Who buys what where? Who produces what where? Who sells what where? These questions are now being asked in a completely new way. Or, to put it another way, globalisation is reorganis ing itself. That’s why many companies are already working intensively on the diversification and resilience of their supply chains.

OPPORTUNITY

Serbia is one of the 25 most important supplier countries to Germany in this sector. The trend toward electromobility is likely to play into Serbia's hands

Has the development of events to date impacted on representatives of the German automotive industry in Serbia, and if so how; and on the general development prospects of the automotive sector in Serbia, where German companies play a particularly significant role?

Electrical equipment and automo tive components are among the most important export goods from Serbia to Germany. Serbia has become an attrac tive relocation country for the automotive supply industry. This development has been initiated in recent years primarily by German investments in the country. With Continental, ZF, Brose, Bosch and numerous other companies, important component and system suppliers, having invested in Serbia. Serbia is thus one of the 25 most important supplier countries to Germany in this sector. The trend towards electromobility is likely to play into Serbia’s hands. Manufacturers of electric motors, vehicle electronics and battery components have already set up shop. Many local German automotive suppliers have also invested in research and development centres.

In 2019, ZF Friedrichshafen estab lished its test centre in Pančevo, in order to meet the requirements of the dynamically growing e-mobility market. This centre provides technical resources for the development of electric drives for plug-in or fully electric vehicles.

In 2017, Continental opened its R&D centre in Novi Sad, which contributes greatly to the creation of global trends like digitalisation, autonomous and safe driving, and e-mobility.

There are 2.2 million registered ve hicles in Serbia, of which 1,400 are hybrids and 102 are electric cars. The Serbian Association of Importers of Motor Vehicles reports that 30,416 new cars were sold in 2021, about 16% more than in the previous year.

Nevertheless, Serbia signed the Green Agenda Declaration in October 2020 at

ACCELERATION

As the German-Serbian Chamber of Commerce, one of our main goals is to accelerate cooperation between German buyers and their potential Serbian suppliers

the Sofia Conference. The country is to be decarbonised by 2050 and achieve energy transition with the help of inter national support. The Serbian National Assembly therefore created the required legal framework with four new laws in 2021. As climate protection is one of the most important pillars of the European Green Deal, the promotion of e-mobility and climate-neutral means of transport is of great importance.

Considering the arrival in re cent years of German companies with higher levels of technological manufacturing activities, could you explain how this shift has impacted

PROGRESS

We are especially happy when companies also open research & development departments here in Serbia, and this is happening ever more often

and this is happening ever more often.

The Vienna Institute for Interna tional Economic Studies recently published a study proposing the in creased development of six industries in Serbia and across the Balkans: agriculture and food, the textile industry, the automotive industry, energy, the IT sector and tourism. Which of these fields do German companies interested in investing in Serbia most often come from?

Definitely the automotive sector. Al though the sector itself is going through major changes with the shift to other motors than the combustion engine. In this sphere, Serbia has become one of the most attractive and rising investment destinations in this part of Europe over the course of the last 10 years.

The food industry is one of the strong est points of the Serbian economy. The trade balance of agricultural products is in a constant surplus.

on the cross-sectoral representation of your member companies and the inclusion of labour-intensive branches vs. capital-intensive ones?

At the moment, we have both types of German companies in Serbia – labour intensive and also capital-intensive ones. New German companies entering Serbia want to develop longer parts of the valueadded chain here in this country. And this is needed, because we all see that salaries are rising in Serbia and, thus, you have to develop manufacturing pro cesses where you can pay these salaries.

We are especially happy when com panies also open up research & devel opment departments here in Serbia,

As the world market for ICT continues to evolve towards outsourced software engineering, offshore systems design and integration, Serbia is well-placed, both geographically and structurally, to provide a cost-effective, reliable alterna tive to more established markets. An outstanding pool of intellectual capital, attractive labour costs, excellent skills, good communications networks and high proficiency in English are just some of the key competitive advantages that persuade international and German companies to expand their businesses to Serbia.

Shoulder-to-shoulder with the food, manufacturing and automotive sectors, ICT is becoming one of the pillars of the Serbian economy. A large number of Serbian ICT companies offer very strong technical skills that have attracted partnerships with German and inter national firms and won them a place in high-value market niches. Serbia ranks 40th on the list of the biggest software

An outstanding pool of intellectual capital, attractive labour costs, excellent skills, good communications networks and high proficiency in English are just some of the key competitive advantages that persuade international and German companies to expand their businesses to Serbia

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exporters globally.

In which areas does AHK Serbia provide support to its members and has the current global economic crisis also influenced the topics that are addressed by the GermanSerbian Chamber?

We are all witnessing the major impact of COVID-19 and the economic consequences of Russia’s aggression in Ukraine on the supply chain industry all over the world, in terms of slowing down or stopping the unrestricted flow of goods and services. We are trying to keep up with the needs and demands caused by current adverse market conditions.

Companies are re-organising their supply chains to be more resilient to such shocks in the future. Global companies are seeking new production locations in Europe, for at least some very competi tive product areas, that can meet the quality requirements or - last but not least - can make the products available within shorter transport times.

Industry worldwide has been forced to scale back production due to the dis ruption in supply chains, rising costs of input materials and a lack of workers.

Apart from supply chain bottlenecks, other problems include high energy costs, as well as soaring consumer prices. Having this in mind, we should be cau tious about inflation rate predictions,

since the aforementioned costs can be seen as the major culprit.

As the German-Serbian Chamber of Commerce, one of our main goals is to accelerate cooperation between Ger man buyers and their potential Serbian suppliers. For this purpose, together with our colleagues from 10 AHKs, we launched a joint initiative to create the largest supplier community in Europe. Our first milestone on that path was creating the AHK Industrial Suppliers Forum – a digital platform that we will use for business matchmaking.

We will continue to support our mem bers in their business, providing them with help through our committees and working groups on relevant topics. Thus, the chamber is a platform for networking with potential clients. We also provide relevant expertise on the implementa tion of vocational training and dual education in Serbia. We hope that the spread of vocational education throughout Serbia will help to reduce the workforce

shortages, at least in the medium term.

The level of invested capital, value of turnover, production, exports, but also the number of factories and em ployees in free zones, are all at the highest level reached over the last 14 years, which is how long their business results in Serbia have been monitored. How attractive is this form of investment to German companies?

Gross fixed capital formation in Ser bia increased by almost 13% in real terms in 2021 (equating to €3.8 billion). Further growth of five per cent is the forecast for 2022. German direct invest ments amount to almost 3.5 billion euros for the period from 2000 to 2021. The largest German investors are Stada (€698 million), Henkel (€313.3 million), Lidl (€275 million) and ZF (€195 mil lion). Serbia is establishing itself as a regional powerhouse for investment in the manufacturing and supply industry.

Initially, German investors entered the market by acquiring stakes in existing manufacturing facilities or taking them over as part of privatisation processes. In recent years, the presence of German corporates has shifted towards greenfield investments. The main focus of their involvement is on the automotive sup ply industry, wholesale and retail trade, and the construction materials industry.

German direct investment ranks second in terms of the number of projects carried out in Serbia.

How do you maintain communica tion with your membership? Have you reverted back fully to your pre-pandemic working methods, or have you developed some new hybrid forms of communication?

In this new normal, it’s important to understand members preferences and combine that with actual business needs. As I only started my assignment here in July this year, I now use my time to visit as many members as possible and follow every invitation that I receive from them. In addition, we have developed new hybrid forms, but I am personally also very glad to have live, in-person events and live communication with our members again, and we take great advantage of that opportunity.

The main focus of German investors’ involvement is on the automotive supply industry, wholesale and retail trade, and the construction materials industry

Enduring Partnership

At the start and the end of the day, our biggest ally in attracting new German investors are precisely the German companies that already operate in Serbia, and their successful operations serve as the best rec ommendation for those who have yet to decide whether and where to invest

Theannual survey conducted by AHK Serbia indicates that 60 of the participating German com panies that operate in Serbia plan new investments in the expansion of their capacities. Such results testify to expectations that the far from negligible trade exchange records achieved to date will be quickly surpassed.

“It isn’t only that Germany has been, and remains, our number one foreign trade partner in the exchange of both goods and services, but also that our trade exchange has been marked by above-average growth over the past two and a half years,” says Serbian Chamber of Commerce & Industry President Marko Čadež. “We could this year reach and exceed the record

of 10 billion euros in mutual trade in goods and services for the first time”.

When it comes to the exchange of goods that dominates our trade, we awaited the pandemic with a result of 5.3 billion euros, in 2020, which re mained at the same level as the previous year despite the closed borders during the first half of the year, while in 2021 it increased to 6.5 billion euros. That growth continued in the first half of the year, creating great prospects of reaching a total of around 8.5 billion euros in 2022. That would be a result 60 per cent better than 2019, the last pre-crisis year.

Further illustrating the importance for the Serbian economy of continu ously increasing trade with Europe’s

strongest economy is the fact that around 11,500 domestic and foreign companies that operate in our country, employing more than 660,000 people, export their goods to Germany and import from Germany.

The exchange of services plays an increasingly important role in our trade. It exceeded 1.3 billion euros last year, with a surplus on the Serbian side, and increased by an additional 34.7% in the first half of this year, and we thus expect this year to end with a total services exchange of almost 1.8 billion euros.

And how has the Serbian econ omy’s export performance on that market been over the past two and a half years?

INVESTMENTS

German companies have invested more than three billion euros in Serbia and continued investing even during the pandemic, while Germany remains the undisputed leader in terms of the number of projects implemented

Germany is the first export market for Serbian products, where Serbia sells about 13 per cent of its total exports. Despite closed borders in Europe from the spring of the first year of the pan demic, as well as all the logistical and transport problems that our export ers faced, in 2020 we maintained our exports to Germany at roughly the same level as the previous year, only to return to the path of growth by as early as last year. Our manufacturers sold goods worth 2.74 billion euros on the German market, which is half a billion euros more than in the year prior to the outbreak of the pandemic. Serbian exports have increased this year by as much as 39 per cent compared to the first six months of last year, which leads us towards achieving the best ever export performance on the German market – exceeding three billion euros. A great contribution to growing Serbian exports and the shifting structure of the offer of Serbian export, which favours goods with a higher level of processing and high-tech products, is again being provided by German companies that have invested here, produce in Serbia, export from Serbia and feature on the lists of our country’s largest exporters, both to Germany and the rest of the world. As an example, we this year exported to Germany more – in terms of both quantity and value – train wag ons, electric motors and generators, as well as ignition sets, which are actually manufactured by German companies, which also testifies to the importance of German investments to the Serbian economy and their impact on increasing trade and exports.

Above-average export growth also contributed to reducing our trade exchange deficit with Germany and increasing the coverage of imports by exports by around 10 per cent. Even though our goal is to reduce the deficit, it is positive that this reduction isn’t a result of the importing of consumer

COOPERATION

Around 11,500 domestic and foreign companies that operate in our country, employing more than 660,000 people, export their goods to Germany and import from Germany

goods that are produced here. The fact that imports from Germany increased by approximately 25.5% in the first

RECORD BREAKING

We could this year reach and exceed the record of 10 billion euros in mutual trade in goods and services between our two countries for the first time

German companies have invested more than three billion euros in Serbia, and they continued investing even during the pandemic, while Germany remains the undisputed leader in terms of the number of projects implemented in our country. Over the previous two and a half years, German investors opened around 20 new factories and production facilities, development cen tres, logistics and distribution facilities, which began being constructed before or during the pandemic, while imple mentation has commenced on more than ten new investment projects by German companies. Re-appearing on the investment map of Serbia are com panies that already operate here and are expanding their capacities, such as Leoni Continental, ZF, Henkel, Bosch, Wacker Neuson or Lidl, but also new investors like Brose, Boysen, MTU, Bizerba and Haix.

Nearshoring processes have created a chance for Serbia and the economies of the entire Western Balkans to entice new investments, and a chance for our companies to join the supply chains of international corporations

six months of this year is the result of the import of diagnostic reagents for laboratory materials, household ap pliances, cars and the raw materials required for wind generators that are produced in, and exported from, Serbia.

How did the two and a half years of the pandemic reflect on the pace of German investments in Serbia?

With a view to the global cir cumstances, how do prospects look when it comes to attracting new investments from Germany in the period ahead?

When it comes to the future invest ments of foreign companies in Serbia, and German companies in particular, I remain an optimist for several reasons, despite everything. Although investors worldwide are restrained due to the uncertainty and problems that were brought by the pandemic and then by the war in Ukraine – despite the energy crisis, inflation, rising interest rates, recession knocking on the doors of the strongest economies, Serbia – as a relatively new investment destina tion - is still it holding its own. This is thanks, among other things, to the sense of security it provides investors, the preserved stability of the economy and the economy’s capacities over past years, a business climate that’s friendly to investors and encouraging for invest ments, and the new opportunities that

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are being created with the establishing of the Open Balkan common market. After last year’s inflow of 3.9 billion euros of foreign direct investments, which was a record for us, it is also encouraging that the latest data show that we attracted 2.66 billion euros in the first eight months of this year, despite the start of the year having not been promising. To date, there have been no cancellations or postponements of investments planned for this year, with announcements of new projects arriving from around the world and no shelving of discussions regarding future investments. The state continues to negotiate with more than ten potential major German investors, among which – in addition to companies already present here – are also companies that are new to us and haven’t previously invested in Serbia.

What kind of impact did the pan demic and global disruptions have on value chains and what sorts of changes did they bring for the Ser bian companies aspiring to become suppliers of those companies?

Large European corporations, hav ing been taught by the experiences of previous years about the risks of doing business a long way from home and relying on a small number of suppliers, have an increasing tendency to relocate their operations from more distant destinations and are seeking suppliers in markets closer to their home coun

Re-appearing on the investment map of Serbia are companies that already operate here and are expanding their capacities, such as Leoni, Continental, ZF, Henkel, Bosch, Wacker Neuson or Lidl, but also new investors like Brose, Boysen, MTU, Bizerba and Haix

tries, thereby reducing logistical and transport costs and ensuring supplies.

Nearshoring processes have created a chance for Serbia and the economies of the entire Western Balkans to entice new investments, and a chance for our companies to join the supply chains of international corporations. Since the outbreak of the pandemic, and additionally following the outbreak of the Ukraine crisis, the number of companies contacting us in search of suppliers from these areas has in creased significantly. Over the past two and a half years, the Chamber of Commerce & Industry of Serbia has received and responded to hundreds of inquiries related to the hunt for suppliers from international compa nies, the majority of which have been German, and primarily from the metal and electrical industries. With some of them – such as Siemens Mobility, Thyssenkrupp, Bode/Schaltbau – we also organised Supplier Days events

that included in their scope specific B2B meetings, as well as visits to the production facilities of local companies that meet the requirements for inclu sion in their networks of suppliers.

Did the InterConnect Executive Summit regional networking event, held in late September under the organisation of the Chamber of Commerce & Industry of Serbia and the Western Balkan Chamber Investment Forum, meet your expectations?

In short – it was worth the effort. With the aim of connecting companies from the country and the region with international corporations that are seeking new suppliers, and enabling attendees to hear about the experiences of major companies in overcoming the challenges that are confronting the global economy, we brought together in Belgrade more than 200 participants from the country, the region and the world, including around 40 top manag ers of multinational companies from various sectors, from manufacturing to IT, which have an annual turnover exceeding 50 billion euros. For leading businesspeople from Serbia and the Western Balkans, this provided the best way to establish contacts with potential customers here at home, and to do so through direct communication at the highest level – with general managers and executive directors for the most important business segments: procure ment and supply chain management, research and development, marketing and digitalisation.

The summit was simultaneously also a unique opportunity and a place where managers of our companies could inform themselves and find out about new business models and trends in global business, primarily in two areas that are focal points of business strategies today: digital transforma tion and supply chain management, experiences and the ways people who run multinational businesses overcome problems caused by tremors to the global economy, their view of current developments on the world economic scene and their expectations and pre dictions of future happenings.

Looking To The Future With Optimism

Brose is the fourth-largest family-owned automotive supplier. With the inclusion of the Brose Sitech joint venture, the company employs 30,000 people at around 70 locations in 25 countries. For 2022, they expect to generate a turnover of more than seven billion euros, while the company has even bigger plans for the coming years

De spite the restrictions of the COVID-19 pandemic, the ongoing semiconduc tor crisis and the war in Ukraine, Brose Serbia Managing Director Roman Strakoš says that he is satisfied with results, the workforce, the Pančevo community and the way the company is developing...

A year ago, on the occasion of the opening of the factory in Pančevo, you announced that you’ve imple mented all plans under the envis aged dynamic, and even faster. What is the situation like now? Yes, despite Covid restrictions, we were able to start our production lines on time, thanks to the high commitment of our employees. Un

fortunately, the situation has only become more challenging. Volume declines due to the hard lockdowns in China, the ongoing semiconductor crisis and the war in Ukraine have hit Brose hard and also have an impact on our locations. On the other hand, Brose Pančevo has recently received several important orders from major customers. For example, we will pro duce control units for doors and seats, as well as electric latches for various premium car manufacturers. We are therefore looking to the future with confidence.

How does Brose support the lo cal community? Which of your CSR activities makes you particu larly proud?

It is important for our family-owned company to be a good neighbour to the areas surrounding our sites. In this way, we also increase the attractive ness of our locations for current and future employees. There are a variety of measures with which Brose sup ports the Pančevo community in the fields of culture, education, sports and social issues, establishing long-term partnerships. For example, we have worked with charity organisations like Na pola puta [Halfway there] and we are the general partner of the Cultural Centre Pančevo, ensuring quality pro grammes. It is impossible to single out one project, because every activity is special and important in its own way. I’m glad to be working for a company that – thanks to the commitment of our shareholders – really assumes social responsibility worldwide.

You are planning to employ about 1,000 people by 2025. How do you want to achieve this?

Firstly, by being a good employer with attractive working conditions and fair wages. We are actively promoting the career prospects of employees, both in production and development, and are very satisfied with the workforce that’s available in Serbia. One important pil lar of our strategy is cooperation with local universities, for example through internship programmes. Students of the technical faculties from Belgrade, Novi Sad and Niš can gain practical experience in the fields of electronics, production, development, procure

ment, logistics and quality. Some of them even spend a couple of months in Germany. The best students have the possibility to stay with Brose for permanent employment, which is a great way to engage young talents. Another way is to support schools in the region, like the Pančevo School of Mechanical Engineering and the Nikola Tesla Electrical Engineer ing High School. This both helps the community and introduces Brose to potential future employees.

What are the next steps in the development of you location? Brose started from scratch in Pančevo and is developing a production and development facility that handles complex products and technology. This means that our main task is to hire and train new colleagues to keep grow ing and supplying our customers with high-quality products. For example, one of the big challenges in the coming years will be handling the growth of our site, as turnover will increase to four times what we have today.

At the same time, we are develop ing the infrastructure of our site. In 2023, construction of the Brose Kids Club will begin. This is an educational facility for the children of our employ ees that will include, for example,

We are actively promoting the career prospects of employees, both in production and development, and we are very satisfied with the workforce that’s available in Serbia

afternoon care and summer camps. Another important project relates to the reduction of our CO2 footprint: we will install about 9,000 solar panels on the roof of our production halls, which will generate approximately 3.5MW of green energy.

For 175 Years, We Have Been Creating Technologies With Purpose

From a workshop with ten people in Berlin, Siemens was a forerunner of the start-up. It has become a global technology company thanks to innovation, openness to new ideas, willingness to learn and adapt to changing circumstances, responsible business and the knowledge and competence of its employees

Medeja Lončar is the first person to head three re gional Siemens companies.

In Slovenia, she has held the position for 15 years, in Croatia for four, and in Serbia for one year. In her thirty-five-year career, she was part of the management of reputable Slovenian and international companies in mobile communications, retail and industry.

During her nearly twenty-year career at Siemens, she has been actively involved in many strategic projects in these coun tries and in the entire Adriatic region.

Medeja Lončar speaks with CorD about the current situation, ongoing develop ment, but also about Serbia’s chances for development and the impact of digi talization on the world.

You are one of the few compa nies that combines tradition and innovation, and this year you are celebrating 175 years of the com pany’s existence. What does such an important jubilee mean and what happens afterwards?

There are many companies that have not changed their core business and adapted to the times... If Siemens had continued to produce only the indicator telegraph, the first invention of our founder Werner von Siemens back in 1847, our company would have been shorter-lived. Today, Siemens has around 33 inventions submitted daily to the European Patent Office, which confirms our constant intention to make the world a better place with our solutions.

Today we are focused on industry, infrastructure, transport and healthcare. From automation and digitalization in the process and manufacturing industry, smart infrastructure and solutions for energy distribution and energy systems to transport solutions for rail and road traffic and medical technology and digital health services. We connect the real and digital worlds in all energy systems, build ings and industries, improving the way we live and work and we greatly improve efficiency and sustainability. We work together with customers and partners to create an ecosystem that will intuitively respond to people’s needs, while also helping customers achieve their business goals. In this way, we contribute to the success of customers and the progress of communities, and also support sustain able development to preserve our planet for future generations.

From the very beginning, your company has been ahead of the times, creating world-changing in novations. Is there a greater chal lenge before you today - to create innovations that will save the world?

Ever since it was founded, Siemens has been driven by the idea of improv ing the lives of people around the world with the help of technology. That has not changed even today, when our motto is to create “technology with purpose” because we believe that all investment in new technologies should be directed to areas that will help our planet and improve life.

Sustainable development is one of the strategic goals of Siemens’ business, both globally and locally. The fourth industrial revolution that we are living through practically represents an industry with out borders, made possible precisely by sustainable digital production. It has multiple benefits, from innovative prod ucts, through cost reduction, to a major reduction of negative environmental impact, all of which together contribute to the creation of successful business models in a sustainable, circular economy.

In addition to innovative solutions for the preservation of the environ ment, do you as a company also give your contribution to environmental protection by personal example?

In the critical moments that the planet is facing, we are guided by the awareness that we are making our contribution with our effort, work, personal example and innovative technologies. Siemens is one of the first companies that seven years ago committed to be carbon neutral by 2030. So far, we have reduced CO2 emissions by 34% in our facilities and factories, we have invested 65 million euros in energy efficiency projects, which resulted in about 13 million in savings per year, and 78% of the energy in our business premises comes from renewable sources. In June last year, we defined even more ambitious sustainable development goals through the DEGREE framework, which includes a complete transition to electric vehicles, the use of energy exclusively from renew able sources, and a 20% reduction in CO2 emissions from our suppliers. These goals are very demanding, but they are also an opportunity for development. We are proud that, according to the Dow Jones Sustain ability Index for 2021, Siemens is the first in its industry group, and sustainability remains a business imperative and an integral part of the company’s strategy.

Due to the global energy crisis, the issue of energy transition is increas ingly coming to the fore, and there is also a need to stop climate change? Is it possible to find technological solutions to these problems?

We live in times that are both fast and unpredictable, in which we depend a lot on world circumstances, but the fact

is that advanced technologies are the answer to some of those changes. Innova tion and digitalization are really critical to completely redefining industries and economies, all over the world. A green, circular economy is not feasible without innovative solutions that will connect our real, physical world with the one we create in the digital domain. Siemens is one of the few technology leaders that brings those two worlds together, offering a synergy of hardware and software solu tions that provide users with faster and more flexible operational processes, smart solutions that offer better productivity or infrastructure with efficient use of energy, and all this without compromise on cyber security. This is of course a process, and

environment of Serbia is like in relation to Croatia and Slovenia and what needs to be improved?

What is certain is that Serbia has a well-educated and professionally trained workforce that creates, understands and knows how to apply modern technologies. This is a huge value for every economy, including the Serbian one, especially in the context of the great investment potential in many branches of industry, not only technological. Examples from practice confirm this. During the last 10 years, “Siemens” has invested more than 10 billion euros in the acquisition of software companies, and two such companies have their own teams in Serbia with high-quality local IT experts.

change cannot happen overnight, but it is important that we all understand that there is really no alternative, because we only have one planet to live on.

As a director for three countries, can you tell us what the business

And in areas that need to be improved as a candidate country for membership, Serbia has already started implementing EU regulations, such as a National plan for renewable energy sources. Serbia has also committed itself to EU climate neutrality goals until 2050 and mid-term goals for the country in the use of coal, as well as plans related to reducing CO2 emissions.

EBRD, KfW, IPA and the World Bank have financed several projects of mod ernization and rehabilitation of thermal power plants, energy efficiency projects and the use of renewable energy sources. It is very important that we continue to work on these projects and goals defined by the state, but also for the private sector to commit to change because there will be no change if we are not all united in preserving the environment.

We at Siemens believe that the digital transformation includes the transformation of people and management, not just the development of digital solutions. So we have also prepared our people for the coming times – their awareness, knowledge, way of thinking

GORDANA BRAŠIĆ, PRESIDENT AND HR DIRECTOR, HENKEL SERBIA

Growing Investment, Growing Exports

In the past two decades, Henkel Serbia has managed to realise the vision of this German companyto supply markets of more than 70 million inhabitants from its production facilities in Kruševac and Inđija. In the last five years alone, more than 90 million euros have been invested in the opening of three new factories and a logistics centre

We are proud that, thanks to our dedicated work, we have for several years been on the list of the top 10 exporters from Serbia and we expect to finish this year in 6th place ~ reveals Mrs Brašić, pointing out that the company’s goal is to achieve even better results in the future.

You welcome this year’s anniver sary in Serbia with excellent re sults. You must be very proud... So far, more than 350 million euros have been invested in operations in Serbia, in the modernization and expansion of production and stor age capacities. In the last five years alone, more than 90 million euros were invested in the opening of three new factories and a logistics centre, so that today liquid, powder and caps detergents as well as toilet freshener factories and the Somat factory for dishwashing machine tablets are op erating in Kruševac. Some of Henkel’s leading brands, such as Persil, Bref and Somat are produced in Serbia. In Kruševac there is also a regional logistics centre from which 37 markets are supplied, and in Inđija we have the Ceresit factory for the production of powder construction adhesives and liquid mortars. It is also Henkel’s first greenfield investment in Serbia, which this year marks 15 years since its opening. Our factory was the first in Serbia to receive the ISO 50001 certificate for energy efficiency, as well as the LEED Gold certificate

for leadership in the field of green construction. With excellent results, Kruševac has secured a place among the leaders in the Henkel system, but this success is primarily the result of the dedicated work of our staff, their team spirit and openness to challenges.

Henkel holds 6th place among the largest exporters in Serbia. Where do your products end up? What percentage goes to the world? Serbia’s excellent geographical posi tion enables easy and rapid connec tions to many countries around the world. Thanks to our regional logistics centre in Kruševac, Henkel detergents and household chemicals go to the

homes of more than 70 million people around the world. In recent years, through continuous investment, the opening of new production facilities and the expansion of capacity, we have managed to increase production and today export about 97 per cent of the total production.

Henkel Serbia provides a major con tribution to the Serbian economy and we expect that our share in Serbia’s GDP will amount to 0.4 per cent by the end of this year.

How does the company fulfil its promises to support the local com munity?

We focus on measures to mitigate climate change, a functional circular economy and the protection of nature and biodiversity, while at the same time delivering to our customers and consumers safe and excellent solutions for products and technologies. This year we are celebrating 15 years since the start of the “Make an Impact on Tomorrow” corporate volunteering programme. The company provides funds to its employees for projects that contribute to progress in the fields of education, science, culture, sports, environmental protection and health. Under this initiative, over the past 15 years, more than 100 volunteers have carried out almost 200 projects, worth around 750,000 euros. I would like to single out the project I love river, do you?, which encompasses the cleaning of water surfaces and is conceived as a long-term initiative.

Fully Committed To Sustainability

The management of this German company recognised Serbia as a great investment destination 13 years ago, and today Leoni employs around 14,000 people on four sites in the country, while it plans to employ even more workers by 2023

Leoni’s

focus is on climate neu trality, efficient and sparing use of resources, as well as good working and living conditions wherever the company has locations around the world. In order to meet this goal, we’ve developed the new ReWire sustainability programme - explains Miloš Manić.

Has Serbia met the expectations of Leoni’s management?

When it comes to the fact that Serbia is a promising investment location, the best confirmation may come from LEONI’s four sites in Serbia, each of which has years of proven successful business operations. The good invest ment conditions and adequate business environment that were initially recog nised by the company’s management enabled our exponential growth to follow, not only in terms of production facilities, but also when it comes to the number of employees. While we are actively hiring in all of our units, our greatest focus is currently on our Kraljevo plant, where business demands are dictating an in crease in our headcount. This isn’t only great news for the citizens of Kraljevo, but also for the entire region of Raška, Rasina, Moravica and Šumadija.

What does Leoni do in the inter est of ensuring good operations, positive business results and the welfare of employees? You invest a lot in highly qualified staff.

The most important factor in our successful business operations on a daily basis falls under the category

of individual and team accomplish ments, without which we would not have reached the company scale and business performance that we have today. As one of the main pillars of our success, special attention is paid to our employees, providing different types of training and education and investing in their development. That is also the reason we’ve participated in the dual education programme, partnering with

educational institutions in Serbia. We strive to ensure good working conditions for our employees and encourage partici pation in various activities beyond the workplace that contribute to improving team spirit and promoting a healthy and active lifestyle, while at the same time contributing to the preservation of our community.

How does Leoni play its part when it comes to the topic of Sus tainability?

LEONI’s understanding of sustain ability is based on its vision of a future in which climate-friendly and resourceefficient mobility is accessible to all of humankind. This will thus also have a direct positive impact on the welfare of our people, which is one of the most im portant aspects of our business. In order to meet this goal, LEONI developed its new ReWire sustainability programme in 2021. Within this framework, LEONI’s commitment to sustainability has been focused on key sustainability issues with specific, realistic roadmaps assigned to three focus areas, which ensure the progress of sustainability at LEONI is measurable. The focus in this respect is on climate neutrality, efficient and sparing use of resources, as well as good working and living conditions wherever the company is located around the world. LEONI is therefore working to establish transparency and circular material flows along its entire production and value chain, and is committed to its employees and their environment. In this way, the company is positioning itself as a pre ferred partner for sustainable mobility.

As one of the main pillars of our success, special attention is being paid to our employees, providing different types of training and education and investing in their development

Bosch In Serbia

in Serbia is part of the Bosch Group, a leading global supplier of technology and services. Bosch improves quality of life worldwide, with products and services that are innovative and spark enthusiasm. In short, Bosch creates technol ogy that is “Invented for life”.

Bosch

Serbia is today the biggest factory for the production of windscreen wiper systems in Europe.

Bosch has been present in Serbia since 1991. In 2006, the company was founded as a re gional subsidiary with 100 per cent ownership and territorial responsibility for Serbia, Mon tenegro and North Macedonia.

Robert Bosch d.o.o. in Serbia operates in two locations: the company headquarters in New Belgrade and the automo tive manufacturing plant in Pećinci. The Bosch factory in

Robert Bosch d.o.o. has been among the top 15 exporters in Serbia for years, thanks to its automotive production. Moreover, the second larg est Competence Centre in the Automotive Aftermarket area of the Bosch Group globally is located in Belgrade. The Company employs over 3,000 associates and ranks among the top 20 most attractive employers in Serbia. Bosch in Serbia was also a pioneer in the implementation of dual education, back in 2014.

Bosch Household Appli ances, BSH, a second Bosch entity in Serbia, distributes

a top-quality Bosch and Gaggenau brands.

“The focus of our company remains on the development of the IT sector and the employ ment of IT profiles, as well as the expansion of the produc tion capacity and the product

range of our plant in Pećinci. We are especially proud of the state-of-the-art IT projects that our colleagues are working on, such as autonomous driving,” says Bosch Group in Serbia General Manager Jovanka Jovanović.

Empowering Aid

Strengthening the sustainable socioeconomic integration and development of individuals and groups through local partnerships

For the last 30 years, the people of the Western Balkans have faced dire humanitarian catas trophes: wars, earthquakes, floods, migrations, the ongoing COV ID-19 pandemic, as well as challenges in achieving sustainable development and ensuring no one is left behind in the process. As an internationally active aid organisation with over 40 years of experience in humanitarian aid and development assistance, Help – Hilfe zur Selbsthilfe helps people around the world, including in Serbia, to fulfil their right to determine their own lives.

Whether it be emergency aid or fight ing poverty with in-kind grants and skills enhancement to earn a regular income (nearly 8,000 families supported in eco nomic empowerment), or building and renovating homes (over 3,000 homes), and securing their living conditions, our activities are primarily directed towards disadvantaged individuals and groups, with a portfolio of nearly 60 million EUR in Serbia until 2022. Help cooperates with more than half of Serbia’s administrative units (a total of 85 cities and municipalities in 2022) and relevant ministries and institutions, while forming long-term partnerships with local communities and associations.

Comprehensive and sustainable aid to empower those in need can be depicted most vividly through the complex migra tion management project.

Being a coalition of non-governmen tal, civil society Roma organisations, the SKRUG-League of Roma embraces a network of over 60 Roma organisations nationwide across Serbia. Within the scope of the Help project, this network serves as a focal point for communities of returnees and disadvantaged people. With the guidance and cooperation of Help, GIZ, DIMAK and other CSOs, this network of local Roma organisations gained new skills and experience in the

“The League of Roma offi cially cooperates with Help on migration management and has been generating an operational network in Serbia’s rural and urban areas since 2018. This is an important partnership of joint experience and results achieved. We are very proud of this network support mechanism that we have created with Help and maintained for four years, assisting returnees and other vulnerable groups.”

SKRUG – League of Roma

field of the social inclusion of the Roma population. By introducing operational tools throughout the implementation of activities, the network has improved its own capacities over the course of project implementation.

Whether it’s the provision of relevant information or referral to a relevant local, national or international organisa tion, institution or public authority, or assisting in the distribution of firewood to the most vulnerable fellow citizens in the midst of the pandemic, the network of the local Roma organisations plays a vital role in the Roma minority’s social inclusion and sustainable development. The goals set and expected results are being met through joint interventions and Help’s guiding principle: helping

people to help themselves comprehen sively. Moreover, one of Help’s strate gic goals in the subsequent projects is capacity building and strengthening local organisations and self-governance.

For more information on Help assistance in Serbia visit:

www.help-serbia.org.rs and worldwide www.help-ev.de.

DRAGAN ČIGOJA, LIDL SRBIJA CEO

Focus On Domestic Market, Consumers & Staff

Quickly after the opening of the first Lidl supermarkets in the country, it was clear to everyone, even those who aren’t economic experts, that the Serbian market had been entered by a company that would change the market itself. The expansion of the retail network, awards for the best employer in Serbia, and now the opening of a second Logistics Centre, represent just a few of the factors confirming that Lidl is here to stay

Inorder to get the lowdown on the new logistics centre in Lapovo, representing an investment exceed ing 70 million euros, but also the future plans of this retail chain that’s beloved by many, we spoke with Lidl Srbija CEO Dragan Čigoja.

Until just over a month ago, all 60 of your stores were supplied from the Logistics Centre in Nova Pazova. However, your logistics have now received significant support in the form of a new logistics centre. What makes it special?

That’s right, over the past four years, starting with the first 16 stores and cul minating with our more than 60 stores across the country now, supplies came from the logistics centre in Nova Pazova. With the expansion of our network, it was also necessary to maintain a high level of efficiency, the full supplying of stores and the freshness of produce. That’s why we built, over the course of the previous year, a second logistics centre in Lapovo that opened in August and will take over the supplying of al most half of our stores and thus enable further growth. It is specific primarily in terms of its size and storage capacity: it encompasses as much as 57,000 square metres, where we store 35,000 pallets of products in five distinct temperature zones adapted to product type. Another thing that I’d highlight is that this new, modern logistics centre was built in ac cordance with sustainability principles. It is its own source of energy: it receives as much as 30 per cent of the electricity it needs thanks to solar panels occupy

ing an area of 10,000 square metres on the roof. Apart from that, we are in the process of obtaining the highest-level LEED certificate, which requires the fulfilling of a large number of conditions, such as optimising water use, contribut ing to a pleasant working atmosphere for employees, reducing energy use etc.

You always emphasise that the key to your success is represented by your employees. How many jobs have been created in Lapovo; and what are the advantages of working at Lidl? The domestic market, consumers and employees are, and will forever be, in the focus of our development plans. The motto that guides us at Lidl is that em ployees are ’really important’, because they are the motor of our success. It was also with this same motto that we wel comed 250 new employees to the logistics centre in Lapovo, providing them with

competitive conditions like a funda mental, modern working environment that eases work and additional benefits, such as private health insurance for all. Furthermore, for those that hold operational positions, but also for col leagues in logistics, advanced contracts guarantee annual salary increases for the first four years in a given position. We also mustn’t forget to mention men toring and the career development and knowhow advancement opportunities we provide employees, which go hand in hand with the fair relations that we nurture – which is why we’re the proud holders of the Top Employer certificate for the second consecutive year.

The opening ceremony of the Logistics Centre drew special at tention to the theme of supporting domestic producers, or to your ’With love, domestic’ range of local prod ucts. What new additions to this segment can we expect?

’With love, domestic’ is our way of sup porting the Serbian economy, while simultaneously offering consumers prod ucts that have traditional flavours and are sourced exclusively from domestic producers. That is our brand in the regular product range, which is characterised –in addition to its domestic origin – by products with a high level of quality. And we expanded it recently to include new products. This prompted us to launch a one-month campaign, running from 5th September to 5th October, through which we are donating 1 dinar from the sale of every ’With love, domestic’ product to sup port the work of the Red Cross of Serbia.

METRO – Wholesale Partner Of The Professionals

METRO has been in Serbia for 17 years and has witnessed many market changes. The company today has a new global sCore strategy, with a long-term focus on professional customers, particularly small, independent trad ers and those traditionally operating in the HoReCa sector

Herewe disccus how to develop a successful wholesale busi ness strategy with METRO Cash&Carry Serbia CEO André Rinnensland.

What can you tell us about MET RO’s current plans and vision for the future?

Even after almost two decades of operations, our orientation towards wholesale hasn’t changed, and that’s only going to be stronger with the renewed business strategy. At the beginning of this year, METRO implemented the new global sCore strategy, with a longterm focus on professional customers, particularly small, independent traders and those traditionally operating in the HoReCa sector. Everything – from our assortment range, pricing policies, to dif ferent layouts in our stores – is tailored to best respond and cater to the needs of our professional customers, thus further positioning METRO as a true wholesaler and the first and most reliable choice as strategic business partner.

You have mentioned that the new strategy has a strengthened focus on small, independent, traders. Why are they so important to your business?

As one of our two core customer groups, independent traders are very important for METRO’s own successful business. But there’s also a bigger picture to be seen: independent traders, despite the fact they are small-sized entrepreneurs, are a major market contributor. There are more than 27,000 of them in Serbia, representing around 190 billion RSD in

Metro has strengthened its “Buy More, Pay Less” programme, which now features more than 3,000 key products for small traders

sales, while the environment is increas ingly dominated by modern retail chains. It is also important to note that they are often family-run businesses that serve local communities that often don’t have bigger retail options at hand. So, when METRO aims to provide an assortment, services and pricing options designed precisely for these types of traders to sustain and develop their business, we are actually advocating for a sustainable economy and society in general. That’s why we’ve also strengthened our “Buy

More, Pay Less” programme, which now features more than 3,000 key products for small traders.

Is the programme proving suc cessful, and how does it benefit your professional customers?

This is a programme that includes stable and attractive prices for the rel evant assortment, in suitable packaging, where quantity discounts are applied. We are very satisfied with the results so far, and we see sales growth in all categories, of course excluding the inflationary ef fect. We are trying to make the process sustainable for all parties in the chain – our customers, suppliers and us. We believe we have found a way to make it successful long-term.

Sustainability is still an important topic for METRO, as a wholesaler operating on many markets. What does it mean in Serbia, given the volatility of supply chains?

There are various aspects of sustain ability that we are pursuing both locally and globally. Ever since the start of the pandemic and the disruption to global supply chains, industry as a whole re alised that there’s no real sustainability unless we focus on local sourcing. METRO has always encouraged local producers and suppliers to develop their produc tion, and we are constantly looking for new partners in Serbia that are able to provide the highest-quality food products, especially in the Fresh and Ultra Fresh segment. We are working, in parallel with this, on reducing waste, energy usage, emissions and plastic packaging.

BOJAN SIMOVIĆ, DIRECTOR, HÖRMANN SERBIA D.O.O.

Always Ahead Of Time

For decades, Hörmann has been synonymous with the highest quality industrial and garage doors in Eu rope. This company’s products set standards in the industry, because every year Hörmann raises the bar in terms of innovation, quality, reliability...

Thedirector of Hörmann Serbia speaks to CorD Magazine about the wide range of its products, measures for en vironmental and climate protection, compliance with the strictest German and European standards and norms, and the customer trust they enjoy.

Industrial and garage doors are not your only products. What else does our market demand?

Hörmann is the largest manufacturer of doors in Europe, home to 22 of its 38 factories, which enables us to offer the market a whole range of products in addition to garage and industrial doors. Individual and industrial cus tomers are equally important to us. Industrial customers buy loading ramps, industrial doors and fire doors from us, while private customers buy entrance doors and interior doors for their homes in addition to garage doors. Construction companies opt for products from our range depend ing on what kind of project they are currently working on.

Year after year, you raise the bar in terms of innovation, qual ity, reliability... How much are you guided by the wishes and needs of your clients?

New, innovative, high-quality, reli able products are necessary if you want to progress in your business. All our products correspond to the strict requirements set by German and European standards and norms, primarily in terms of safety and security in their use, and then in the fact that these products perform their function even after many years

of use. Of course, we must not forget the aesthetic factor. How much we are ahead of the times can be seen from the fact that a large number of our products have German or world patents, while the technical details on our products, which are developed by our engineers, eventually become standard elements on the products of other manufacturers as well.

Since when is the use of “green energy” part of your strategic commitment? Why is it so impor tant to you?

Hörmann is aware of its responsibil ity towards future generations. For more than a decade, under the slo gan “We think green”, we have been implementing measures to protect the environment and climate. In the last few years, all our factories and branches in Germany have been supplied with energy exclusively from renewable energy sources. Wherever possible, we reduce or completely eliminate harmful gas emissions, and where this is not possible, we compensate through the financing of climate protection projects. Since last year, we have been the only one on the market offering climateneutral garage and house doors. This approach has met with a positive reaction in Germany. I believe that in our country, in accordance with today’s circumstances related to the energy crisis, awareness will grow that it is necessary to use electricity from renewable energy sources, which contributes to the preservation of the environment.

Considering the expansion of housing, does the Serbian market today differ from developed West ern markets? What motivates both architects and individual custom ers to choose your products?

When architects and customers decide on our products, they first of all think of functionality and design, quality and durability. The diversity of our product range allows architects a freedom of imagination in design ing, while it gives our customers the opportunity to find the right product that will make their home more beautiful and elegant.

In recent years, all Hörmann factories and branches in Germany have been supplied with energy exclusively from renewable energy sources

DANIJELA ESTERMANN-PAVLICA, MANAGER OF THE GERMAN ACADEMIC EXCHANGE SERVICE

Many Opportunities For Academics

DAAD offers several types of scholarship for each level of study. Excellent students from Serbia can ap ply. In addition, DAAD scholarships are aimed at the mobility of teaching and non-teaching staff, then at organising seminars, workshops, conferences and at purchasing apparatus for laboratories

DAAD

has been present and active in Serbia with its scholarship programmes and DAAD lecturers since the 1970s, but the Belgrade DAAD Infor mation Centre was only founded in 2009. The growing need for faster communication and information exchange between German and Serbian universities led to the establishment of our information centre. Also, since 2003, Serbia has become part of the European higher education area, and universities in Serbia, as members of the European and International Association of Univer sities, are increasingly turning to internationalisation. The international exchange of teachers and students has been intensified. These were all conditions for DAAD to activate more and more programmes in cooperation and exchange with Serbia. “That’s why we can today boast of our 69 collaborations between Serbian and German universities,” says Danijela Estermann-Pavlica, manager of the German Academic Exchange Service.

Just as DAAD is present in Germany at all universi ties, DAAD is also present in Serbia through coopera tion, conferences and exchanges at all universities in the country. “But if we talk about offices, DAAD is present through the Belgrade Information Centre as the only one in the Western Balkans, and three lectureships - at the University of Belgrade, the University of Novi Sad and one lectureship shared by the universities of Niš and Kragujevac,” explains our interlocutor.

It states on your website that you must take eight steps to get to the desired place of study. On average, how long does it take for students to master those steps and how do you help them along the way?

From the initial step, which consists of finding a suitable study programme at one of the German universities, to the last, which is the actual enrolment in studies, it takes about a year of good preparation. Our centre advises on the choice of the best programme, explains the application process to universities and the conditions for enrolment in

the desired programme, checks the financing options – researching which scholarships could cover which level of study in the specific case – and, if the future German students are from Serbia and DAAD scholars, we medi ate to help the process of obtaining a student visa.

Which universities and pro grammes are most attractive for students from Serbia? We have most inquiries for master’s studies, while the most popular uni versities are the Technical University of Munich, the Technical University of Berlin, AWTH Aachen and the University of Frankfurt. There is most interest in programmes in the fields of social sciences, economics and law, but certainly also in IT, electri cal engineering, applied informatics, biomedicine, molecular biology and, lately, programmes in the field of Life Science are increasingly in demand. Students from Serbia like the possibil

ity to study in Germany in English, and to study without tuition fees.

At what stage of their academ ic development do Serbian stu dents usually opt to go to German universities?

Our students most often choose to enrol in master’s studies, in addi

which is why many people contact us with the desire to enrol in Ph.D. studies in Germany.

What is special about a DAAD scholarship?

DAAD offers several types of scholar ship for each level of study, for which excellent students or graduates from Serbia can apply: for master’s stud ies in all scientific disciplines, but also for graduates in the fields of architecture, music, fine arts, de sign and film, and performing arts.

tion to the large and international offer (programmes in English), the reason for this great interest is the possibility of receiving DAAD scholarships for master’s studies.

We also offer Ph.D. scholarships,

Graduates with a master’s degree or its equivalent can apply for Ph.D. scholarships or research residences for those who have already enrolled in Ph.D. studies in Serbia. The DAAD scholarship covers all monthly ex penses in Germany, including living expenses and health insurance, as well as German language courses for those who decide to study/research in English. It should be noted that DAAD awards many more scholar

We have most inquiries for master’s studies, while the most popular universities are the Technical University of Munich, the Technical University of Berlin, AWTH Aachen and the University of Frankfurt

INTERVIEW

ships in the framework of projects that take place between Serbian and German universities, and that these DAAD scholarships are aimed at the mobility of teaching and non-teach ing staff, then at the organisation of seminars, workshops, conferences, but also at the purchase of equip ment for laboratories. Both Serbian and German universities apply for such project financing.

How many German alumni are there in Serbia today and how do they maintain mutual ties? DAAD has over five hundred alum ni and they are organised in three

I think that our alumni promote the DAAD slogan “Change by Exchange”

in the best way - so there is no change until you exchange ideas

DAAD alumni clubs in Serbia: in Bel grade, Novi Sad and Niš. Using the funds DAAD has for its alumni, they organise gatherings and socialising or participate in global DAAD alumni competitions, e.g. at the recently held “Setting out for the Future - How can we Drive Europe Forward” in Berlin, where as many as two teams from Serbia participated.

Most of our alumni have in the meantime become professors at Serbi an universities themselves, some have remained in Germany, but those who are in Serbia are our ambassadors in Germany and German ambassadors in Serbia, in the best possible way. Once you establish contact with a Ger man partner, there is always a way to continue cooperation and involve your colleagues in future projects. I think that our alumni promote the DAAD slogan “Change by Exchange” in the best way - so there is no change

until you exchange ideas

Besides scholarships, what else does the Belgrade DAAD Infor mation Centre do?

We are most recognisable for scholar ships, but we have a wide range of activities: we promote Germany as a country where people enjoy studying and researching, participate in edu cation fairs, organise workshops at which we teach high school students how to write motivational letters or to pass language tests.

Proud Tradition, Future Focus

Schenker has a top Head Office in Šimanovci, with multi-user contract logistics warehousing and a Land Terminal for Serbia, while in Inđija it has contract logistics in accordance with the world standard, and it also has a presence at Belgrade Airport, the Port of Belgrade and the customs office’s Belgrade Terminal. The company plans to expand in terms of warehousing capacities and in the land segment

Herewe discuss the advance ment of the company’s opera tions, the development of its digital products and services, preserving its position among the world’s top logistics operators, the scope of its international transport network, the company’s potential and challenges, but also the future of logistics and plans, with Schenker Managing Director Saša Baleta.

It was in May of this year that Schen ker d.o.o. celebrated two decades of operations in Serbia. Have you been operating in accordance with the same principles and quality system as DB Schenker’s worldwide network throughout all these years?

Schenker AG and all of our companies in the system provide services that are monitored using KPI methodology. Our company’s greatest strength is people, investing in education and the generally accelerated digitalisation of our opera tions as a whole (cooperation with clients and suppliers via platforms). Schenker invests huge sums globally in sustainable operations, new propulsion technologies and solutions (Volocopter, warehousing logistics) in order to maintain its position among the world’s top logistics operators and to advance even further. We want to be BiggerBetterFaster and to continue a tradition that dates back 150 years. We are this year celebrating 150 years of the company’s existence and hope for another 150.

You are in a position to offer your clients services that it’s tough for the competition to rival. Is that precisely why your position on the

We hold a place among the top five logistics operators in Serbia in terms of range of services and turnover and profit, with a continuous plan for further growth

Serbian market is constantly strengthening?

Yes! We have become the market leader in the ocean transport segment and strengthened our cooperation in con tract logistics with the most demanding partners. The greatest strength of the entire company in Europe is the Land segment, where we rank as the number one corporation, with 720 branches. Our clients can rely on the abundance and precision of those transports, as well as on the stability of the cooperation that

we provide. We hold a place among the top five logistics operators in Serbia in terms of range of services and turnover and profit, with a continuous plan for further growth.

What kind of role do modern tech nologies play in your work? How is digitalisation implemented in your services?

Integrated tools are used throughout Schenker AG – both internal and exter nal (tracking transports on Ocean, Air, Land... activities, shipments, finances, timetables and communication with cli ents etc.). Serving as an example of that is 4.0, with which we want to improve operations and life by shaping the way our world connects. In order for us to achieve this ambitious goal, we work consistently to expand our range of digital products and services and thereby further advance our business activities. Whether transporting by land, air or water, DB Schenker’s new Connect 4.0 platform enables clients to quickly and affordably ship their shipments online. Business users can easily access the company’s international shipping network online and send shipments using any mode of transport. The new Connect 4.0 is the latest online platform that makes pro fessional logistics simpler than it’s ever been before. Furthermore, it offers instant information on pricing and scheduling, as well as easy tracking. This renders the shopping experience known from the B2C sector available to the field of professional B2B logistics. The new booking interface will be particularly beneficial for small and medium-sized customers seeking fast and simple solutions.

GORAN JANKOVIĆ

DIRECTOR, INMOLD

German Industry Is The Best Example

Thanks to the quality and innovation of Inmold’s experts and workers, IML robots and sophisticated high-quality tools for injection molding of plastic and non-ferrous metals from Požega reach most of Europe, Russia, Africa, the Middle East, the U.S., Japan, China and other demanding world markets

Inmold’s

chief reveals the impor tance of vision, commitment and good choice of partners and staff for the development of the com pany, how valuable investment in education can be for securing the best personnel and why family companies are often more successful than others.

Your family business is the pride of Požega and the whole of Serbia. How long did it take you to conquer the world?

My wish was to create a company that would be the pride of our family, but also of the country where we live. I am happy because we managed to grow from a mini-company with 25 employees to a company that today has more than 600 staff. In all of this, the great experience that I and some of my associates brought to Inmold, my personal capital acquired by selling a part of the company in which I was a co-owner, the loan obtained from the Development Fund, and especially the fact that we chose the right industry, play an important role.

You know, back in 1994, when I started doing private business, Serbia was a country that people said many bad things about. I am pleased that, after almost 30 years, we talk with our business friends with great pride about work, the company and the country we are from, and our partners appreciate and respect us and our country.

Inmold, which manufactures IML robots and sophisticated highquality plastic and non-ferrous

Back in 1994, when I started doing private business, Serbia was a country that people said many bad things about, but today everyone respects us

metal injection molding tools, is growing year by year. Does this require a new organization, adjust ments to the current system and way of working?

Of course, organisational changes in the company due to its growth, to technological progress, and to generally known problems are necessary, and we are constantly in the process of adapta tion and change. At our company, we

introduce everything that we see as good, and that we have seen in partner companies, which are examples of good practice, or at the various seminars and training courses in which we participate.

How much do you adapt the knowledge and experience gained at the biggest fairs, working with foreign suppliers, customers and partners to your company and implement them so that they bring you growth and progress?

Fairs are very important in our sales activities, so we participate in all fair events related to our business. They are a big reason for our growth and develop ment, because through them we learn about achievements in our field of work. I would like to single out the biggest fair we participate in, which is the K fair in Düsseldorf. This year it takes place from 19th to 27th October, and we will do our best to make our stand in hall 1 noticed and remembered, and to receive, listen to and entertain all our dear guests ac cording to Serbian tradition.

10 years ago, it was a shame to be a worker, everyone wanted to be a manager. Today, thanks to you and Inmold, everything is different. Young people no longer run away from Požega because they can be proud of where they live and where they were born?

It is today popular to be a craftsman or a mechanical engineer, these are now highly sought-after professions, and all young people with those leanings can count on a job at Inmold. All our staff

are from within a 25-kilometre radius of the company, and the average age is under 32. High school students who completed their schooling in Požega, Užice, Kosjerić, Lučani and Arilje, and who are interested in working at Inmold, get the chance to become part of our team. All students from these regions who want to return and start working are offered a job at Inmold even if their vocational training does not meet our needs, because we organise so many retraining courses for them.

I am very proud of the introduction of the dual education system at Inmold, not only because we ensure a sufficient influx of young people into our company, but also because we solve the problem of a lack of personnel that plagues all companies in the area and beyond.

You are surely very proud of the fact that you cooperate with many companies that are synonymous with quality both on the European and world markets, but also of your membership of the German-Serbian Chamber of Commerce...

We are very proud of all our partners, but also of ourselves, especially if you take into account the old folk saying “Who wants to fly with falcons must make friends with them”. We are in the company of the best companies in Europe and the world, and we are also members of the German-Serbian Chamber of Commerce, through which we are in constant contact with German industry, which serves as a model for us.

Is it true that Inmold is the only company in south-east Europe that has been admitted to the prestigious Association of German Toolmakers (VDWF)? How did that happen?

Yes, that’s right. Although we didn’t know it, the man who wrote the “tool

maker’s ABC” followed our work, judged that we were on the same level as the other members of that association and proposed us as a member. We bought several copies of that book and got him interested, so he took the time to visit us. On his return, he suggested to his colleagues that we also become members of the Association of German Toolmakers.

Your children have tied their ca reers to Inmold. Is this the best indi cator and guarantee that your family company will continue to operate well and successfully in the future?

My wife Milka and I have four chil dren - daughters Dušica and Nevena and sons Slobodan and Dušan, and they are all here. They studied abroad for jobs that Inmold needs, learned languages, took internships at foreign companies and came to our family company to make it even better and bigger with their youth and enthusiasm. Three are already married, I have two grandchildren, my daughters-in-law and sons-in-law are determined to live in Požega, and that’s why my happi ness has no end. My children have been present in the company since they were young, and I hope that, knowing how complex and difficult it is to create a company, they will know how to ap preciate it and that the company will live on for several generations to come.

It is today popular to be a craftsman or a mechanical engineer, these are now highly sought-after professions, and all young people with those leanings can count on a job at Inmold

TANJA

(COLOGNE)

OF GERMAN

Strong Bond Between Germany And Serbia

The German economy has for decades been among Serbia’s most important investors, but also one of the most important partners of companies from Serbia, which is why law firm Doklestić Repić & Gajin launched a special ised German practice for clients from German-speaking areas

Wesucceeded in identifying and recognising a niche for Deutsche Praxis on the Ser bian market, which is very well received among clients - explains Tanja Glišić, emphasising that the firm’s almost decade-long presence on the mar ket makes them qualified as good con noisseurs of opportunity.

Your German practice is one of the factors that sets you apart from the competition. What kind of role does Deutsche Praxis play?

Our firm devotes special attention to clients from the so-called DACH countries [Germany [D], Austria [A] and Switzer land [CH]]. We consider investments from those countries as being extremely important for our economy, but also for our country’s democratic development, and that they contribute to the develop ment and improvement of the Serbian economy to a great extent. That’s why we launched our specialised “Deutsche Praxis”, which is dedicated to those clients and via which they can receive premium legal support in the German language when required.

We are also well aware that companies and managers that come from Western Europe, and particularly from the DACH region, have a specific system of work, discipline and values, which they don’t always find it easy to implement in their operations in Serbia or in our region in general. The role of our German practice is to help bridge that gap in practise by helping those clients establish a legal framework for their business in Serbia

and the region that’s aligned with the standards and expectations of their homeland.

Apart from that, I was born in Ger many, where I also completed my master’s studies and gained life and work experi ence. That’s why I always find it a great pleasure and particularly inspiring when I am able to contribute to the arrival of companies from Germany, Austria or Switzerland that create new opportuni ties and jobs for citizens in Serbia.

Your firm is active in many crossborder economic and legal organisa tions, including the German-Serbian Chamber of Commerce (AHK Serbia). How much does that professional

networking with leading law firms and other companies from DACH countries mean to you?

That kind of networking means a lot to us, as it enables us to connect with the member companies of those organisations and learn about the legal problems con fronting them. Likewise, by engaging in those associations, we strive to contribute to efforts to advance Serbia’s legal and business environment.

All the characteristics of our firm make it complementary to companies that are members of organisations like AHK and ensure that we are able to offer them legal advice and communication in the German language, with familiarity with their business culture and wellacquainted with the standards of the industries from which they hail.

Is your firm an important address for both existing investors and those planning business ventures in the Adriatic region?

We are absolutely convinced that’s the case. Our almost decade-long pres ence on the Serbian market, and later regionally, qualifies us as a good author ity on investment opportunities, incen tives, and the regulatory framework of these markets. Alongside this, we also cultivate and provide a multijurisdictional approach to cross-border projects, as we have our own offices, or correspondent offices, throughout the Western Balkan region and through them provide legal advice of a uniform quality, under the coordination of one of our competent partners.

Dr SLOBODAN DOKLESTIĆ, LL.M. (CEU), MANAGING PARTNER, LAW FIRM DOKLESTIĆ,

Success Based On Principles

The focus of our firm is on com mercial law and corporate clients - explains Dr Slobodan Doklestić, noting that firm utilises its specialised teams of lawyers to cover all areas of commercial law, from corporate law, M&A transactions, banking and financial law, to competi tion law, real estate etc.

You are known on the market as a top law firm that distinguishes itself from others through its approach to business and cli ents. Who are they? Who are your clients and what areas do you handle?

It’s certainly very nice to hear that we are recognised as such on the mar ket, especially given that our market is fairly competitive and has really good law firms. The focus of our firm is on commercial law and corporate clients. Our clients are leading foreign and domestic companies in almost all fields of industry, from the tobacco industry, the FMCG sector, the au tomotive industry and construction, to healthcare.

In order for us to be able to provide high-quality legal support to such a wide range of clients, it is essential for our lawyers to be specialised in vari ous areas of law. One important part of our practice is labour law, because that’s something that’s important to all corporate clients and it is very important to regulate labour-legal relations within a company in advance, thus ensuring the conditions for the well-ordered and organised work of employees and the protection of the in terests of both employers and workers.

We consider that business success must be based on certain values, which both guide and define us. We have established five such principles that define our work

We know that you are very proud of the five principles that define you and your practises. Could you tell us more about that?

Yes, as with everything else in life, we consider that business success must be based on certain values, which both guide and define us. We have estab lished five such principles that define our work. The first is that we always strive to provide our clients with a top-class legal service. Second, we cul tivate a business-oriented approach, which sets the parameters of our task

to support the business of clients, and not to look for reasons why something cannot be done. Third, we endeavour to always be efficient in our work and to ensure that clients are satisfied with the value that we deliver for the money they pay us. The next principle is that we never deviate from our professional integrity. And, finally, we view our clients as long-term partners, and not as one-off customers.

How did you come to be among the founders of the association of leading independent law firms in the Adriatic region, under the name Lex Adria?

A large number of our clients are present not only in Serbia, but also throughout our region, and conse quently they have a need for effective legal support regionally. That’s why we initially established our offices in Montenegro and Bosnia-Herzegovina, in cooperation with local lawyers. We are very proud that we are today among the rare law firms to be inter nationally recognised (e.g. by Legal 500) as a leading law firm in Serbia, Montenegro and Bosnia-Herzegovina.

Furthermore, we are one of the founders of the Lex Adria® regional network of law firms, which encom passes the entire ex-YU region, plus Bulgaria and Albania. Members of the alliance are leading law firms in their own countries, and we regularly advise clients throughout the region through close cooperation with them. Clients thereby gain a “one-stop-shop” for the entire region. And we also thus serve as a good example of regional cooperation that others can learn from.

The Doklestić, Repić & Gajin Law Firm is recognised internationally by Legal 500, the world’s most renowned legal directory, as a leading law firm in Serbia, Montenegro and Bosnia-Herzegovina. The firm’s clients are leading foreign and domestic companies operating in almost all fields of industry

By Petar S. Ćurčić, historian of the Institute of European Studies

Positive Legacy Disregarded

Oneessential question for historians who study in ternational politics is the character of the relationship between Germany and Serbia. Despite the fact that relations between these two countries are often viewed in black and white terms, often with the dual istic Manichean division of the world into good and evil, reality refutes this view of things. The deep penetration

of these two peoples and countries has continued for many centuries. Despite sources from medieval times and the early modern era being overly fragmentary, they clearly indicate the usefulness of cooperation that has, in many ways, extended beyond purely diplomatic forms (the late-12th century agreement on alliance between Stefan Nemanja and Friedrich Barbarossa; the arrival of miners from Saxony in

the 13th century etc.). However, more intensive contacts only came with the era of the enlightenment and the creation of nation states during the 19th century.

THE EMERGENCE OF MODERN STATES – WHAT DID SERBIA LEARN FROM GERMANY? With the incorporating of the Serbs into their own state, the Habsburg

Germany’s importance to today’s European Union points to the essential need to overview the European continuity of Serbian politics and remind of the importance of good relations with Berlin

THE 1189 MEETING OF STEFAN NEMANJA AND FREDERICK BARBAROSSA (19TH CENTURY) BY KOSTA MANDROVIĆ

Monarchy also enabled their inclu sion in the Central European milieu and their greater connection with the intellectual centres of German lands. Through learned Serbs from Austria, and in particular Dositej Obradović, who was educated and shaped en duringly in Halle and Leipzig, the rebellious, young Serbian state be gan the lasting construction of its institutions in 1804. Testifying to the importance of the German language is the fact that it was the main foreign language in Ivan Jugović’s ‘Great School’, while the German public showed considerable interest in the phenomenon of the emergence of the modern Serbian state in the decades that followed the end of the struggle for independence, which is also shown by the famous “Serbian Revolution” work of Leopold Ranke, the most important and respected European historian of the 19th century.

Already during the 1830s, the government of the then Principality of Serbia decided to work systemati cally to educate experts who would respond to the challenges of the emerging state. Through scholarship programmes, talented young Serbian school pupils were sent to various Eu ropean centres to acquire knowledge and skills. Their contribution to the transfer of knowledge and strengthen ing of institutions was immeasurable, as was that of individuals who held important political positions. The most important military and political decision-makers in 1878, the year the country gained its independence, had studied in Germany. Namely, Jovan Ristić – as an historian, diplomat and politician -and Milojko Lešjanin and Ranko Alimpić – as military commanders – were educated at prestigious universities and military schools in Heidelberg and Berlin. The results of such an educational policy contributed to the country’s further development. According to the research of historians, economists and engineers, but also educators (especially university professors) and lawyers were educated at German universities, specifically in Berlin and Munich, and subsequently in

Testifying to the importance of the German language is the fact that it was the main foreign language in Ivan Jugović’s ‘Great School’, while the German public showed considerable interest in the phenomenon of the emergence of the modern Serbian state, which is also shown by the famous “Serbian Revolution” work of Leopold Ranke, the most important and respected European historian of the 19th century

Leipzig, Heidelberg, Jena, Halle, Bonn and Würzburg. The creation of the Serbian statistical office, which is of great importance to the collec tion of data that provides the basis to construct the long-term develop ment forecasts of each country, also wouldn’t have been possible without Vladimir Jakšić, who was educated in Tübingen and Heidelberg.

THE ECONOMY AND FINANCE AS BEARERS OF POSITIVE CHANGE

Although Berlin didn’t officially show great interest in Serbia after the Berlin Congress of 1878, primarily due to consideration for its allies in Vienna, relations began changing more significantly at the beginning

LITHOGRAPH OF DOSITEJ OBRADOVIĆ BY ANASTAS JOVANOVIĆ

SERBIA AND GERMANY –HISTORICAL PERSPECTIVE

of the 20th century. Although Vienna and Berlin were political allies prior to World War I, Germany and its economy didn’t official side with Austria-Hungary in the economic blockade of Serbia from 1906 to 1911. It was then that Germany became a significant trade partner of Serbia for the first time in modern his tory. By utilising the blockade and establishing economic cooperation with Belgrade, Germany’s share of Serbia’s international trade grew rapidly, from a modest 5.63% to an impressive 40.4% in just a few short years. Without this kind of interest from the German economy, Serbia would have struggled to handle the pressure applied by Austria-Hungary at the time, and there would have been no national pride over the Cus toms War.

Following the trauma of World War I, it was necessary to maintain the European peace that had been established. Despite the fact that there were disagreements between the Weimar Republic and the then new Yugoslav state, in 1921 even the government of Nikola Pašić (prime minister during the time of World War I) expressed regret that the country was unable to normalise relations with Berlin more quickly. The aspiration to do so was not ac cidental, and the two country’s needs were mutual. On the one hand, the Weimar Republic needed raw materi als for its own industry, while on the other hand, it was important for the young Yugoslav state to both secure a business partnership and strengthen

cooperation with a country whose influence could mitigate the exter nal pressure applied by Austria and Italy. However, the circumstances in Europe didn’t favour such normalisa tion, with better times only returning after World War II.

BETWEEN IDEOLOGY, ECONOMY, FRAUGHT HISTORY AND REALITY (1945-1991)

The first decades of the Cold War were marked by great tensions be tween two opposing blocs on the ter ritory of the then two Germanys (the 1948 and 1949 blockade of Berlin; the quelling of the 1953 uprising in East Germany; the Berlin crisis of 1961).

After the war, Yugoslavia’s new policy adjusted its own position towards the Federal Republic of Germany primarily on the basis of factors that

were ideological (rivalry between communist and liberal democratic states), geopolitical (global conflict between two blocs) and economic. Despite the then Yugoslavia being ideologically closer to East Germany, relations with West Germany were reflected primarily in the light of the state of East Germany. The then Yugoslav leadership, led by Josip Broz Tito, considered that, although the two Germanys was a political reality, for the sake of European peace it was necessary to overcome bloc conflicts through cooperation at the European level and the easing of tensions in German countries. Yu goslav recognition of East Germany worsened relations between Belgrade and Bonn for several years, but nor malisation also appeared with the arrival of Willy Brandt and the era of detente between the great powers in the late 1960s. Chancellor Brant’s new policy also provided wind to the sails of Yugoslav plans to establish a European organisation for collective security CSCE/OSCE. The coming to power of the Social Democrats in the late 1960s, coupled with the personal links between Brant and Tito, enabled the Yugoslav state and its faltering economy to receive more favourable loans that spurred the development of the country.

In light of these changes, FR Ger many’s most important left-wing intellectuals (Ernst Bloch, Jürgen Habermas, Herbert Marcuse, Erich Fromm and others) visited Yugoslavia in the late 1960s and maintained contacts with a group of oppositionminded Yugoslav philosophers gath ered around the Praxis journal and the Korčula Summer School. The leftist intellectual opposition wasn’t favoured by the communist regime of the time, which began restricting freedom of thought, and the Federal Republic of Germany’s authorities came to the defence of persecut ed Yugoslav professors on several occasions. It was also under such circumstances that future Serbian Prime Minister Zoran Đinđić went to Germany to study, where he received full scientific affirmation.

The fervour of the conflicts that played out in the 20th century can largely obscure the centuries of positive influences that permeated between Serbia and Germany, or between Serbs and Germans. An immeasurable contribution to the development of the country was made by individuals who championed the transfer of knowledge and the country’s progress for centuries

TITO AND WILLY BRANDT

GUEST WORKERS – A LASTING BRIDGE IN RELATIONS

The “economic miracle” of the Federal Republic of Germany completely out shone the rest of Europe in terms of growth rates and standards. Although socialist Yugoslavia had also recorded high rates of development in the first decades after World War II, its economy had already begun stagnating during the ‘60s, despite numerous reforms. From

an economic perspective, Yugoslavia could not extract itself from the Euro pean framework, despite proclaimed policy of non-alignment, and testifying to this is the fact that it had far greater cooperation with West Germany than all non-aligned and most communist countries combined during the entire post-war period.

The opening up of West Germany to foreign workers (so-called Gastarbeiter – guest workers) contributed to reducing Yugoslavia’s unemployment. Research shows that around half a million Yugo slavs had been working in West Germany in 1973. Germany’s appeal to workers from the country was no accident. Apart from geographical proximity, another decisive factor was also the standard of living, given that earnings in West Germany at the end of the 1960s were three times the Yugoslav average. Al though they were consumers in the host country, Yugoslav workers still sent remittances home to their relatives. Remittances increased rapidly during the 1960s, growing quickly from 104 million Deutschmarks in 1964 to 503 million in 1969, and that rapid growth also continued in the subsequent decades. Serbia today remains among the top thirty recipient countries of remittances from their own emigrants.

The fervour of the conflicts that played out in the 20th century can largely obscure the centuries of positive influences that permeated between Serbia and Ger many, or between Serbs and Germans. An immeasurable contribution to the development of the country was made by individuals who championed the transfer of knowledge and the country’s progress for centuries. Germany’s importance to today’s European Union points to the essential need to overview the European continuity of Serbian politics and remind of the importance of good relations with Berlin. This latter aspect is particularly pertinent considering that Germany hasn’t only been among the biggest investors and donors to Serbia over the past few decades, but also that it is able, with its diversified relations and resources, to assist in the sustainable development and establishing of stabil ity in this region that’s so burdened by various conflicts.

JOVAN RISTIĆ

LEOPOLD VON RANKE

How Much Has The Ukraine War Changed Germany?

Germany faces no shortage of crises, from the Russian security threat and political instability among Western allies to democratic backsliding and a looming economic crisis within the European Union. But, overall, the current government has proven surprisingly adept at managing the situation

Ithas now been more than six months since German Chancel lor Olaf Scholz stood before a special session of the Bundestag to address Russia’s unprovoked attack on Ukraine. “We are living through a

watershed era. And that means that the world afterwards will no longer be the same as the world before,” he observed. “The issue at the heart of this is whether power is allowed to prevail over the law ... Or whether

we have it in us to keep warmongers like [Russian President Vladimir] Putin in check. That requires strength of our own. Yes, we fully intend to secure our freedom, our democracy, and our prosperity.”

Scholz’s speech proclaiming a Zeitenwende, or historic turning point, came at a moment of deep shock in Germany. The country was witnessing a total collapse of strategic principles that went back to the late 1960s, with then-Foreign Minister Willy Brandt’s Ostpolitik (“Eastern Policy”) and its central premise of Wandel durch Handel (“change through trade”). The hope was that commercial, cul tural, and other forms of engagement with actual and potential adversaries would eventually bring about rap prochement. After 1989, the peaceful political transitions in many Central and Eastern European countries became the expected norm for how the world ought to work.

But Putin’s war of aggression shattered these assumptions, leading Scholz to announce some of the most drastic policy reversals in postwar German history. Among other things, his government would invest sig nificantly more in the armed forces, with a new €100 billion ($99 billion) special fund for that purpose; provide military support for the Ukrainian army; push for a joint EU sanctions regime against Russia; radically overhaul Germany’s energy policy; and conduct a review of the country’s trade policies with autocratic regimes (especially China), to avoid future dependencies.

In short, Scholz committed Ger many to a far more active role in the defence of the liberal international order. But while none of these policy changes has been reversed or de railed, some have stalled, and others have progressed too slowly.

On the positive side, Germany’s complicated three-party coalition government has held together, which is a success in itself. While Scholz’s Social Democrats (SPD) have fallen in the polls, the Greens have remained strong, owing to the popularity of key figures such as Economic Minister Robert Habeck and Foreign Minister Annalena Baerbock.

Even more importantly, the gov ernment has won the battle of nar ratives against the Putinversteher (Putin apologists), a formidable bloc

that is represented across the Ger man political spectrum, but especially within the SPD. Those pushing for a deal in which Ukraine would cede territory to Russia are no longer influencing policy.

Despite high inflation, there has been very little industrial action and few demonstrations challenging the government’s policies. Germans gen erally agree that they must invest in renewable energy and reduce their economic dependencies. Short-term preparations are underway in the event that Russia cuts off energy deliveries to Europe entirely.

on many fronts, owing to inherited problems, ineptitude, and, in some cases, political opportunism.

For starters, the armed forces turned out to be in far worse shape than was assumed, which is one reason why Germany’s weapons deliver ies to Ukraine have been miniscule compared to other NATO countries. The Bundeswehr simply is not fit for purpose. A substantial portion of the promised €100 billion will merely compensate for past underinvestment, rather than strengthening capacity.

Further complicating matters, Finance Minister Christian Lind

Still, while the government has managed to forge a political consensus on key issues, it has failed to deliver

ner of the Free Democrats (FDP) insists that the Schuldenbremse (the “debt brake,” a constitutional cap on deficit spending) must be upheld, which means that higher defense spending therefore must come at the expense of other programmes. In its 2023 budget, the government foresees a remarkable reduction of new government debt (from €138.9 billion to €17.2 billion), implying foregone spending on social welfare, education, health, infrastructure, and other popular priorities.

Scholz committed Germany to a far more active role in the defence of the liberal international order. But while none of these policy changes has been reversed or derailed, some have stalled, and others have progressed too slowly

OPINION

Germany’s budget policies are entirely at odds with the imperatives the country must confront. Although Germany is facing massive economic, energy, and security challenges, its finance ministry has continued to put a balanced budget first, imposing a straightjacket on the rest of the government.

Legacy issues also weigh on Scholz’s administration. Following the missed reform opportunities of Angela Mer kel’s chancellorship, a mountain of red tape will hamper the expansion of wind and solar capacity. Germany also is woefully behind in e-governance and digital administration. While the government recently announced a new digital strategy, it will be many years before it shows meaningful results.

Elsewhere, new policies have ex posed past neglect. For example, a sharply reduced fare for regional pub lic rail transportation was supposed to save energy. Instead, the sharp increase in ridership overwhelmed the rail system, which suffers from decades of underinvestment, exacer bated by botched privatization efforts. Now, the rail-ticket subsidy has ended and is unlikely to be renewed.

Incompetence has also been a prob lem. Consider the Energieumlage

(energy allocation), financial rescue operation to save companies at risk of insolvency because of higher gas prices. Starting in October, German households were going to be charged an additional 2.4 cents per kilowatt hour to help replace Russian sup plies. But the way the policy was designed, energy companies will be able to offset some of their losses from gas even as they are still generating huge profits elsewhere.

Worse, Germany still plans to shut down its last remaining nuclear power stations, and it is still dead set against fracking, even as it imports energy that was generated by nuclear power or fracking elsewhere.

Nonetheless, Scholz is proving to be a steadfast leader. Despite his

cautiousness, he comprehends the gravity of the Zeitenwende. Germany faces no shortage of challenges, from the Russian security threat and po litical instability among Western allies to democratic backsliding and a looming economic crisis within the European Union. In a commentary published in July in the Frankfurter Allgemeine Zeitung, Scholz offered a strong response to these problems, urging the EU to become a geopoliti cal power, and signaling that he is willing to trade sovereignty for that purpose. Speaking in Prague recently, he re-confirmed his commitment to EU reforms, advocating more major ity voting in the European Council, greater security cooperation, reform of the stability pact, and expansion to the Western Balkans, Ukraine, Moldova and Georgia.

With a relatively sound economy, a strong commitment to the liberal order and the EU, and a functioning government, Germany may be Eu rope’s best hope in the current crises, provided that American support for Ukraine remains strong.

Helmut K. Anheier, Professor of Sociology at the Hertie School of Governance in Berlin

With a relatively sound economy, a strong commitment to the liberal order and the EU, and a functioning government, Germany may be Europe’s best hope in the current crises, provided that American support for Ukraine remains strong

Education For Germany’s Future

Promoting the policy areas of education, science and research are crucial for Germany’s future prosperity, according to the Federal Ministry of Education and Research (BMBF)

Germany’s current Federal Minister of Education and Research, Bettina StarkWatzinger, believes edu cation and research are both hugely important for the development of the country. On education and research for the future of Germany’s people, Stark-Watzinger affirms that each person can be empowered, and the means to achieve this is simply educa tion. She develops this point and adds that research and innovation both provide a basis for future progress and to tackle grand challenges.

“Education starts at day care cen tres and continues at school, in voca tional training and higher education and, ideally, throughout our lives. This is how we create opportunities and enable individual careers for anyone, whatever their personal background. Better education provides for advance ment and self-determination, as well as for growth and prosperity. Its twin is research and innovation. The two of them provide the basis for progress and are urgently required to address grand challenges such as COVID-19, digitalisation and climate change.”

Stark-Watzinger gives fascinat ing insights into her key plans for the coming years, stating that more progress is desired by the coalition and that education and research play a critical role here. “Education and research will play a key role in this regard. They are the most important drivers of progress in our country,” the Minister comments.

COVID-19 underlines the need to give education a modernisation boost in Germany, so that’s why it is vital to make the Digital Pact speed up by reducing bureaucratic obstacles, Stark-Watzinger states. The Minister

Better education provides for advancement and self-determination, as well as for growth and prosperity. Its twin is research and innovation. The two of them provide the basis for progress and are urgently required to address grand challenges such as COVID-19, digitalisation and climate change

also details reforming BAföG training assistance and giving extra support to children and young people with special needs. It is worth explaining first that BAföG means training is funded by the public sector, so the state provides individual trainees with the finances required to cover training fees and living expenses.

“We want to reform BAföG training assistance and make it less dependent on parental income. And we want to provide additional support to children and young people who are in special need to give them a better educational start in life,” Stark-Watzinger says.

Stark-Watzinger also intends to do more for the multi-faceted research landscape that characterises Germany. As such, increasing government ex penditure on research development is important for Stark Watzinger in her role as Federal Minister of Education and Research, but having said that she wants to remain curious when wearing her researcher’s hat. The lat ter is an interesting observation if we know something of Stark-Watzinger’s background, indeed, she worked in the management of two financial research institutions in Frankfurt for nearly ten years before being elected to the German Bundestag as a member re sponsible for the budget of the Ministry.

Trade Cooperation Between Serbia And Germany Growing

AHK Serbia is the largest network of German and Serbian businesspeople, a representative of the in terests of member companies in industry and politics, but also a strong advisory support for Serbian businesspeople when entering the German market, providing services tailored to modern business and contributing to the development and improvement of dual education in Serbia

Researchon the economic envi ronment in Serbia conducted by the German-Serbian Chamber of Commerce (AHK Serbia) among its members during March and April indicates a serious increase in the confidence of German companies in Ser bia as an investment destination. Results turned out to be better than expected.

The German-Serbian Chamber of Commerce (AHK Serbia) belongs to the system of German foreign trade and in dustry chambers, with 140 offices in 92 countries around the world. With almost 400 member companies, AHK Serbia is the largest bilateral chamber of com merce in Serbia and an ideal platform for contacts between German, Serbian and international companies. Ever since the establishment of the then Delegation of German Business in Serbia and the German-Serbian Business Association in 2001, the German-Serbian Chamber of Commerce has been offering a number of interesting services. AHK Serbia was officially founded on 14th April 2016.

AHK Serbia is the largest network of German and Serbian businesspeo ple, a representative of the interests of member companies in industry and politics, but also a strong advisory sup port for Serbian businesspeople when entering the German market, providing services tailored to modern business and contributes to the development and improvement of dual education in Serbia

One of the central tasks of AHK Serbia is to support German compa nies in founding, market research and company mergers. The Chamber offers various business services, starting with the search for contacts, support in the negotiation process, the creation of in dividual studies and market research and many others. The Chamber also offers translation services, informa tion on legal and customs issues, PR services and the complete organisation of various events.

Serbia proved to be a good location for investment even before the war in Ukraine and the COVID-19 pandemic,

which did not slow down investment from Germany. Despite the situation, many large investors from Germany, such as MTU, Boysen Abgassysteme, Fischer Automotive, SMP Automo tive, ZF Serbia, Brose, Continental, Hansgrohe, Bizerba and others, opened new factories in Serbia and expanded their existing business and production facilities.

According to the latest survey of the German-Serbian Chamber of Com merce, conducted in March and April

AHK Serbia is the largest bilateral chamber of commerce in Serbia and an ideal platform for contacts between German, Serbian and international companies

of this year, the trust of German com panies in Serbia as an investment destination is growing year on year. German and Serbian companies, mem bers of the German-Serbian Chamber of Commerce, positively evaluated the economic climate in Serbia in the survey and expressed positive expectations for their own businesses. Furthermore, despite the current crisis, 95 per cent of companies participating in the survey would invest in Serbia again. As the

biggest threats and risks in the de velopment of their companies in the next twelve months, businesspeople highlight the increase in the price of energy and raw materials, the economic and political framework, the increase in labour costs, a lack of demand and a workforce deficit.

Although the world is experienc ing the third global crisis in the last 20 years that has affected the entire economy, the results of the research show that the assessment of the economic situation in Serbia for the year 2022 has not worsened. A further increase in trade coopera tion between Serbia and Germany is expected, but perhaps not with a double-digit growth rate.

Despite the consequences of the pandemic and the conflict in Ukraine, which are reflected in the global economy, half of the respond ents (52%) rate their business as good, and only one per cent as not good enough. Business forecasts for the current year also contain optimism compared to three years ago - only 10 per cent of respondents fear a deterioration.

Concerning business development and additional employment in 2022, 49% of surveyed companies plan to increase the number of their staff, 46% plan no changes, while only

five per cent of respondents assume that the number of their employees will decrease. This result unequivo cally points to the fact that German companies will continue to create new jobs in Serbia. During 2022, 46 per cent of surveyed companies plan to increase their investment, while only 10 per cent announce a decrease in investment.

When evaluating the factors that impact business in Serbia, the fight against corruption and crime, legal certainty, transparency in public tenders, the efficiency of the tax sys tem and tax administration, and the availability of labour were rated the worst. German-Serbian companies gave satisfactory ratings for criteria related to the labour market in Ser bia: the qualification and motivation of employees, their productivity and academic education.

Thanks to the introduction of the dual education system, companies offer their staff the opportunity to improve their skills and qualifica tions. This is why a large number of companies invest in research

and development and open train ing facilities near their factories, but also an excellent indicator that investors intend to stay.

Summarising the results of the survey, the director of the GermanSerbian Chamber of Commerce, Alexander Markus, pointed out that Serbia is still a very desir able destination for investment, the trust of German companies is increasing, but the competition is strong, and Serbia must actively invest efforts to further improve general business conditions. We are pleased with the fact that a full 95% of companies would invest in Serbia again, which is the best result so far.

“A large number of German com panies are currently looking for new suppliers, and the countries of the Western Balkans are certainly in the focus of potential German investors.” From this point of view, Serbia has a great opportunity, es pecially when you take into account the assessments of businessmen on the spot,” says the AHK Serbia director.

The head of the economic de partment Embassy of the Federal Republic of Germany in Serbia, Denis Kaiser, said that the survey of the German-Serbian Chamber of Commerce on business conditions reconfirms the attractiveness of Serbia for German companies and reflects close economic relations between Serbia and Germany.

“The fact that 95% of the com panies that participated in the survey would choose Serbia again as a place for investments speaks for itself. However, a large number of German companies believe that it is necessary to improve the fight against corruption, as well as trans parency in public procurement. We are ready to support Serbia in this, helping pave its way to the European Union,” said Kaiser.

As many as 95% of German companies would invest in Serbia again, which is the best result so far

A Beautiful Dream

Hermann

Karl Hesse is one of the most remarkable European authors of the 20 th century. His think ing integrated both idealism and practicality, the great treasure of a deliberate mind with spiritual power. He grew up deeply thoughtful, and developed an expression of experien tial knowledge derived entirely from the diverse aspects of his own life.

Hesse was born in the Black Forest town of Calw, Wurttemberg in the German empire on 2 nd July 1877. His father, Johannes Hesse, hailed from Estonia, which at that time was

Hermann Hesse’s novels were always about soul searching and finding the true meaning of life, which began with his visit to India. He wrote one book after another, all exploring an individual’s search for authenticity, self-knowledge and spirituality

ruled by Russia, while his mother, Marie Gundert was born to mission ary parents. As a citizen and also as a writer, Hermann Hesse belonged both to Russia and Germany. In all of his works the sources of inspira tion seemed affected by the places where he spent his years. The idea of West and East is quite evident in his books, in his philosophical musings and theological concepts.

He attended school for a short time in Goppingen and later entered the Maulbronn seminary in 1891. Though a model student, he was unable to

Along with Thomas Mann and Stefan Zweig, Hermann Hesse is one of the world’s most-read 20th-century German-language writers. His books have been translated into more than 60 languages and around 150 million copies have been distributed

adapt and left less than a year later.

A visit to India seemed to impact Hesse’s life forever. He began to develop a belief in spiritualism and a fascination with Buddha’s journey towards enlightenment, which later inspired him to write Siddhartha.

Published in 1992, Siddharta is the story of the journey of a man who leaves everything behind to

novel for many years. But this novel, which reflected the crisis in Hesse’s spiritual world in the 1920s, still went on to become an international success.

It was said that Hermann Hesse’s novels were always about soul search ing and finding the true meaning of life, which began with his visit to In dia. He wrote one book after another,

and beautiful and it is said that its publication attracted a lot of young minds in Germany, as the country was going through profound changes at that time. Demian, published in 1919, focused on various aspects of ‘psychoanalysis’, the core of which is the belief that all people possess unconscious thoughts, feelings, de sires and memories. This book was all about living in two worlds, one being illusion and the other reality, and about the conflict between a young man’s desires and his strict morals.

The novel that brought him the most attention was his last one, The Glass Bead Game (1943). The novel’s context, in a time of distress in Ger many following the outbreak of World War II, was crucial in its narrative about the widespread German notion at that time of shame towards their motherland, which emerges promi nently as a theme. It also focuses on meditation, self-reflection and spiritualism, and their impact on German youth. The Swedish Academy has said that ‘this novel occupies a special place in Hesse’s work’.

attain the real purpose of life. The principle of the novel was the search for self-realisation by a young Brah man named Siddhartha. Realising the contradictions between truth and what he had been taught, he renounces his happy life to travel, to find out about pain and suffering. The book took Hesse’s fame to great heights, became an international hit and was translated into many languages.

Another of his books, Steppenwolf (1927), which was first published in German, also follows a man’s path to find himself and the purpose of his life. Some of his friends and readers criticised the novel for an absence of morality in its open portrayal of sex and drug use, a criticism that indeed remained the primary rebuff to the

all exploring an individual’s search for authenticity, self-knowledge and spirituality.

His first novel, Peter Camenzind (1904) has a timeless resonance and farsightedness, and deals with paradigms of both the old and mod ern world. It follows the story of a young man growing up in times of hardship and his spiritual journey through life. It is brutally ethical

Because of the focus on self-discov ery in most of his work, his books have connected with audiences worldwide. His huge popularity in Germany gave him a name and fame, before spreading to the United States. Hesse made his own profound analysis of life based on the multi-faceted cul tural influences he had inherited. He continues to be extremely popular among young people.

In 1946, Hermann Hesse received the Nobel Prize for Literature for his outstanding work. In 1950, he re ceived the Wilhelm Rabbe Literature Prize, and in 1955, the Peace Prize of the German Book Trade, among many other awards.

Hesse is undoubtedly among those authors who have communicated ways of understanding the world through his books, as all his works were born from the real world, its emotions and the proportions that we as humans ourselves find in life.

Truly inspiring and extraordinary, we remember Hermann Hesse on the 145th anniversary of his birth.

Hesse made his own profound analysis of life based on the multi-faceted cultural influences he had inherited. He continues to be extremely popular among young people

Opera For All

The lights slowly dim until the audience is shrouded in darkness. Then, finally, the thick velvet curtains open. A figure, half-illuminated, slowly walks, singing onto the stage. The conductor’s hands are poised and ready to command the orchestra as a high operatic voice radiates throughout the theatre, bouncing off the walls and into the audience’s ears. Here the performer’s voice shares a story on an operatic jour ney at the world-renowned Munich Opera Festival

Eachyear, the Munich Op era Festival attracts opera fans from all over the world. Over six summer weeks, visitors can enjoy not only opera performances but ballet, song recit als, and festival concerts. Each year,

the festival is opened with a choral concert performed as part of a Roman Catholic service at Michaelskirche. The festival is hosted and organised by the Bavaria State Opera. All the festival performances are held at the National Theatre, the Prince Regent

Theatre and the Cuvilliés Theatre. With over 2,000 seats, the National Theatre is the largest opera house in Germany and has a rich history with in its foundations. Although built-in 1751, it was reconstructed in 1825, due to a great fire, and subsequently

destroyed again during World War II. The theatre was reopened in 1963 as a regal edifice with eight granite columns and ancient Greek figures.

Walking up to the Cuvilliés Thea tre, visitors enter a courtyard and a water fountain adorned with black marble warriors. Yet the best features are inside. The all-surrounding rococo

style of the interior is decorated in deep red and gold, with a circular structure of private boxes leading up to intricate frescos that cover the ceiling.

The opera premiere performances change annually.

The 2023 Opera Festival unites new productions created on the ba

sis of the current season’s guiding principles. Two apparently opposing complexes, war and love, are closely interwoven with one another: war and peace, love and hate, between peo ples and nations, between religions, between lovers, between families, between tyrants and citizens, and in each individual person.

To close the Opera Festival, focus will be on works by Giuseppe Verdi and Richard Wagner, two antago nist composers in vision and tem perament, at the helm of competing musical currents. With Aida, to be

The 2023 Opera Festival unites new productions created on the basis of the current season’s guiding principles. Two apparently opposing complexes, war and love, are closely interwoven with one another: war and peace, love and hate, between peoples and nations, between religions, between lovers

enjoyed as an “Opera for All” new production, Othello and Don Carlo by Verdi and Lohengrin, also a new production, Tristan and Isolde by Wagner, the programme features five of the world’s greatest operas. The state of love could not be con sidered more differentiated here. It

MUNICH

becomes a wrestling of the Titans, a plea for love.

The Festival’s two opera pre mieres, Hamlet by Brett Dean and

Semele by Georg Frideric Handel, combine the earliest musical theatre with contemporary musical theatre. Further opera performances: War and Peace by Sergei S. Prokofiev, Così van tutte by Wolfgang Amadeus Mozart and Dido and Aeneas / Ex

Modest P. Mussorgsky and Salome by Richard Strauß.

The ballet performance Heute ist Morgen, with contemporary chore ographies, celebrates a premiere at the beginning of the Festival, com plemented by the new productions,

The ballet performance Heute ist Morgen, with contemporary choreographies, celebrates a premiere at the beginning of the Festival, complemented by the new productions, Schmetterling by Sol León and Paul Lightfoot and Tchaikovsky Overtures by Alexi Ratmansky

enjoy watching the arts through dance and music and enjoy reliving masterpieces again through different adaptations and expressions. Guests who come will be left speechless after the festival’s performances and leave surely wishing to return for an encore.

pectation by Henry Purcell / Arnold Schönberg as further new productions of the current season and repertoire highlights such as Boris Godunov by

Schmetterling by Sol León and Paul Lightfoot and Tchaikovsky Overtures by Alexi Ratmansky.

The Munich Opera Festival is an unmissable event for those who