Marijana Đorđević Director, Siemens Healthcare d.o.o. Beograd Trusted Partner of Serbian`s Healthcare System
Berlin Process Jubilee A Decade of Joint Progress Towards the European Union
35 YEARS SINCE THE FALL OF THE BERLIN WALL
The rise & Fall of the Berlin Wall 36 CULTURE
Kafka`s Enduring Legacy: 100 Years On
Diplomatic and economic ties between Serbia and Germany represent a nuanced and evolving relationship that is progressing steadily. This is most evident in the two countries’ economic cooperation, which has emerged as the bedrock of their relationship, providing stability even during times of political divergence
Germany is Serbia’s largest trading partner within the EU, with bilateral trade having grown steadily over the years. German companies, particularly those in the automotive and manufacturing sectors, have found Serbia to be an attractive destination for investment. Low labour costs and Serbia’s proximity to the EU initially made it an appealing hub for production, attracting companies like Siemens, Bosch and Continental. However, the focus has today shifted to more advanced levels of cooperation.
Germany has expressed interest in supporting Serbia’s green transition, which involves aligning with the EU’s sustainable energy and climate action priorities. This presents a promising avenue for collaboration as
The lithium exploration issue adds a new layer of complexity to current economic and political relations between Serbia and Germany
Serbia looks to diversify its energy sources and reduce its dependence on coal.
Additionally, the digital sector is another emerging field in which the two countries can strengthen their ties. Germany’s expertise in innovation and digital transformation could complement Serbia’s growing tech industry, fostering partnerships that boost economic growth and modernisation.
While Serbia and Germany have a complex relationship, it is one that continues to be shaped by a pragmatic blend of diplomacy and economics. Although Germany would like to see Serbia achieve more progress on reforms, including in more closely aligning its policies with those of the EU on sensitive issues like the war in Ukraine, both countries recognise that their strong economic ties enhance the resilience of their cooperation.
The new Strategic Partnership on sustainable raw materials signed between the EU and Serbia this July, with the support of Germany, has the potential to boost Serbia’s automotive industry significantly. This agreement is expected to attract even more European companies to Serbia’s growing automotive sector, further solidifying the country’s role as a key production hub in Europe.
However, this partnership has also prompted criticism among Serbia’s citizens, particularly concerning environmental issues. A central debate revolves around whether Germany will ensure adherence to the highest environmental standards in the case that lithium extraction is launched in Serbia, or if this responsibility primarily lies with the Serbian government, supported by Germany and other EU member states. This development adds a new layer of complexity to the two countries’ current economic and political relations. However, Germany is expected to remain a critical ally to Serbia and a constructive partner in shaping the future of this relationship, offering both challenges and opportunities for deeper integration into Europe’s broader economic and political framework.
Economic growth in the eastern part of Germany has outpaced that in the West over the last ten years. However, it is also true that gaps remain, despite significant progress having been made in many areas, and that GDP per capita and the average income are also still lower. Closing the remaining gaps is a challenge for German society as a whole, and a call that’s addressed to all stakeholders ~ Anke Konrad
By Ljubica Gojgić
Commemorating the Day of German Unity represents an important event for the entire country. “For many Germans, this was the day their aspirations for a better life finally developed into something real, says German Ambassador Anke Konrad in this CorD Magazine interview. She adds that the fall of the Berlin Wall was a great step forward, regardless of the complaints that can be heard in East Germany today and the fact that the gap between East and West remains large despite three decades having passed since that historic event.
Your Excellency, every October sees your country commemorate the Day of German Unity. However, following this year’s elections in
three East German states, an argument has resurfaced claiming that major differences still persist between Germany’s East and West, despite three decades having passed since reunification. How big is that gap?
— The Day of German Unity has a special place in the biography of many Germans – in both East and West Germany alike. For many Germans, this was the day that their aspirations for a better life finally developed into something real: the freedom to voice their opinions, the opportunity to decide on their own life path, to see the world beyond the Iron Curtain, and to enjoy a higher standard of living.
Many of these aspirations have since been fulfilled. We have witnessed significant improve-
ments in living standards, infrastructure, housing and overall quality of life since the wall came down. Over the last ten years, economic growth in the eastern part of Germany outpaced that in the West. It is also true that, despite significant progress having been made in many areas, gaps remain. GDP per capita is still lower in the East, as is the average income. Closing the remaining gaps is a challenge for German society as a whole; it is a call directed towards all stakeholders.
You’ve stated that it is “regrettable that there has been no progress on the forming of the Community of Serb Municipalities in Kosovo”. Whose failure is that – Pristina’s, Belgrade’s, the European Union’s, or perhaps Germany’s, which supports Albin Kurti strongly?
— It is indeed deeply regrettable that, despite the 2013 Brussels Agreement and the 2023 Ohrid Agreement, the normalisation of relations between Serbia and Kosovo isn’t progressing at the desired speed. More political resolve is needed. All sides must engage more actively to advance the implementation of these agreements, for the sake of the people living in the region. Neither unilateral, uncoordinated steps, nor escalatory rhetoric will lead to a better life for them. We need a constructive dialogue; we need political will from all sides and we need it now. Without the normalisation of relations between Serbia and Kosovo, the path to regional cooperation, as outlined in the Berlin Process, as well as the path towards the EU, will remain bumpy.
Your statement that lithium from Serbia “must be made available” has been commented on widely across the Serbian public. Is Germany’s stance on this matter motivated by its own economic interests, or is it acting as an official representative of the EU’s interests?
— If our aim is to achieve global climate targets and avert the worst effects of climate change, we need a sustainable energy transition in Europe. Without resources like lithium, that is impossible. It would be irresponsible to be wholly dependent on overseas imports of these raw materials. That’s why, in 2008, the European Union developed a Raw Materials Initiative to ensure reliable and sustainable access to raw materials as a major factor of European resilience. Over the years, in addition to the question of access to raw materials, the associated value chains and socio-environmental issues took centre stage in discussions. On 23 rd May 2024, the EU’s Critical Raw Materials Act entered into force. It aims to strengthen European capacities in the area of critical resourc-
es along all stages of the value chain – extrac tion, processing and recycling. This will ensure that European industry is more resilient when it comes to achieving the green transition in a way that reduces strategic dependencies and ensures the best possible sustainable access to critical raw materials. This is certainly a shared European interest and is in the interest of all cit izens who want to have a greener, less polluted and cleaner environment.
Neither unilateral, uncoordinated steps, nor escalatory rhetoric will lead to a better life for them
In July, the EU and Serbia signed and launched a Strategic Partnership on sustainable raw materials, battery value chains and electric vehicles INVESTMENTS
Around 900 companies with German capital have so far decided to settle in Serbia
Was the inclusion of the Mercedes CEO in Chancellor Scholz’s delegation to Serbia aimed at easing public criticism in Serbia over lithi um, or does it indicate a specific investment and, if so, which one?
— The presence of European enterprises, among them Mercedes, is proof of their interest in the Ja dar Project and its post-extraction value chains. Of course, it is not up to me to comment on the investment plans of individual companies, but the fact that around 900 companies with Ger man capital have so far decided to settle in Ser bia is testimony to Serbia’s attractiveness as an investment destination.
If lithium extraction is instigated in Serbia, the Serbian authorities insist that Germany will guarantee that the highest environmental standards are met. On the other hand, Germa ny’s State Secretary for the Ministry of Economy, Franziska Brantner, who participated in talks on mining in Serbia, stated that this is a matter for the Serbian authorities. Who should be trusted?
— In July, the EU and Serbia signed and launched a Strategic Partnership on sustainable raw mate rials, battery value chains and electric vehicles. This partnership aims to enhance the develop ment of value chains for raw materials, batter ies and electric vehicles, and to stimulate coop eration in research and innovation – particularly when it comes to sharing knowledge and technol ogies related to sustainable exploration, extrac tion, processing and the recycling of raw mate rials. The full application of high environmental, social and governance standards and practices is a central theme of this endeavour.
As one of our contributions to bringing this strategic partnership to life, Germany is ready to provide expertise on the application of the highest possible standards in the mining process and the ensuing value chain, when it comes to protecting the environment and biodiversity, and to minimising risks. This requires a cooperative approach involving all stakeholders and building upon a firm understanding of the project.
Along with excellent opportunities for German investments in Serbia, there is growing recognition that economic relations can be boosted significantly by the fostering of cooperation between Serbian start-ups and German companies
The German-Serbian Chamber of Commerce has announced that its focus in the period ahead will be on digitalisation, innovation and support for start-ups. According to Milan Grujić, president of the German-Serbian Chamber of Commerce, the Chamber’s support for these sectors is crucial to the long-term sustainability and competitiveness of both the Serbian and German markets.
“We are witnessing growing interest among German high-tech companies in expanding their operations in Serbia, not only through direct investments, but also by engaging with the local start-up ecosystem. In March of this year, Bavarian Minister-President Markus Söder paid a working visit to Serbia and relayed a key message about strengthening economic cooperation, particularly in the fields of artificial intelligence, robotics, digitalisation and the internationalisation of businesses,” says Grujić.
One of the main reasons for this interest lies in the flexibility and innovation of start-ups, which often operate faster and with more agility than large corporations. While larger companies like Bosch or Siemens have played a pivotal role in transforming technological innovations into global successes, today’s tech world challenges require collaboration with start-ups, explains our interlocutor. “Start-ups are a vital source of new ideas and technological solutions that are essential for addressing complex global challenges. We believe that the period ahead will offer increasing opportunities for German investors in the hightech sector to recognise Serbia’s potential as a growing innovation hub.”
How high is the interest among start-ups when it comes to participating in the “Start-up Germany Tour” and joining the Chamber?
— Interest in the “Start-up Germany Tour” project and start-up membership in the German-Serbian Chamber of Commerce reflects significant poten-
Starting in late October, the German-Serbian Chamber of Commerce will launch an educational programme for training energy managers as part of the European Energy Manager project (EUREM)
tial and we are confident that this upward trajectory will continue in the coming period. Innovations, technology and collaboration with key industries are crucial for the success and sustainability of start-ups.
The “Start-up Germany Tour” provides a unique opportunity for young tech companies from Serbia to connect with German business leaders, investors and potential partners, giving them access to markets and resources that are essential to their further growth and development. We are aware of the great potential of the local start-up scene, which has already achieved impressive results in recent years, and we are working to provide them with a platform for further networking and growth through the Chamber.
The recent kick-off event that we organised in collaboration with the Science and Technology Park in May, under the tile “Serbian Innovation Meets German Excellence”, gave a strong boost to these efforts. The response and interest shown demonstrate great trust in what the Chamber can offer start-ups. We plan to continue these activities in order to provide even greater opportunities for Serbian start-up companies through Chamber membership and projects like the “Start-up Germany Tour”.
How have major shifts in global economic trends influenced the tempo and structure of the investments of German companies in Serbia, as well as the operations of your longstanding member companies?
— Changes to global economic trends have certainly impacted the investment dynamics of German companies in Serbia, but not necessarily in a negative direction. Trade between Serbia and Germany continues to grow, indicating a strong economic and investment connection between our countries. Bilateral trade increased by 13% in 2023 alone, reaching a new record of nearly nine billion euros. According to the results of our annual Business Climate Survey in Serbia, 86% of our member companies would invest in the country again. The high level of trust in the stability and predictability of Serbia’s business environment among German companies, along with the continuous growth of bilateral trade, are key indicators of the success of our economic relations.
According to your survey results, approximately 40% of companies plan to increase their investments in Serbia, which sounds encouraging, though only a small number of them plan to increase their workforce. What do these results tell you?
— The results of our economic survey showing that 40% of companies plan to increase their in-
vestments are indeed encouraging, especially in the context of current global economic challenges. This indicates that Serbia continues to offer stable and attractive conditions for investors. However, the lower percentage of companies planning to increase their workforce reflects changes in business priorities, particularly in industries that are highly technology-oriented.
For us at the Chamber, as well as for the work of our Dual Education Committee that I chair, the empowerment and promotion of dual education is a task for today
There will be increasing opportunities in the period ahead for German investors in the high-tech sector to recognise Serbia’s potential as a growing innovation hub
The lower percentage of companies planning to increase their workforce in Serbia reflects changes in business priorities, particularly in industries that are highly technology-oriented
Given the increasing automation and digitalisation of operations, many companies are focusing on efficiency and technological advancements, which don’t always require workforce expansion. This is a global trend that we are also witnessing in Serbia, where there is a focus on boosting productivity and driving innovation rather than growing the workforce significantly. This, nevertheless, doesn’t mean that there are fewer opportunities for skilled workers. On the contrary, we expect growing demand for specific profiles of experts, particularly in the fields of technology, engineering and digitalisation.
When it comes to flexible labour legislation, what exactly do German employers want? — German employers recognise the importance of flexible labour legislation as a key factor for adapting effectively to shifting market conditions. Their expectations include more flexible working hours, tailored shifts and the ability to engage temporary workers more efficiently.
However, the introduction of the Supply Chain Due Diligence Act adds a new dimension. This law obliges German companies to ensure the protection of human rights and adherence to environmental standards within their supply chains. Its implementation requires harmonisation with local laws in the countries where these companies operate, including Serbia. Employers are thus seeking legal frameworks that enable a balance to be struck between operational efficiency and the observance of the highest worker protection standards, both domestically and internationally.
Dissatisfaction with dual education has been expressed for the first time. Is this due to a lack of workers with this educational profile or an inadequate level of knowledge?
— Dual education is one of the key systems contributing to the long-term improvement of young people’s qualifications in Serbia, facilitating their transition from school to the labour market. Although there have been comments highlighting certain challenges, it’s important to note that these are natural processes of adjustment and development for this educational model that’s still relatively new.
Given the dynamic changes in the economy and industry, the shortage of qualified labour is not nec-
essarily a result of deficiencies in the education system, but rather a combination of complex factors like demographic and migration trends. A positive element is the fact that dual education provides an opportunity to overcome this challenge successfully, with close collaboration between schools and businesses enabling a more precise alignment between the needs of the market and the qualifications acquired by young people.
There is, of course, always room for improvement, particularly in terms of the continuous adaptation of curricula to meet the modern demands of the labour market. It’s important to emphasise that dual education still enjoys strong support from both companies and the government, and ongoing efforts to improve the quality and relevance of this educational model are a testament to the commitment to creating a stable and qualified workforce.
Germany provides strong support to the implementation of the Green Agenda in Serbia through bilateral investments. How does the German-Serbian Chamber of Commerce fit into this trend?
— One of the strategic priorities of the German-Serbian Chamber of Commerce is sustainable business practices and the green economy. In 2023, we established the Committee for Green Economy and Sustainable Development, which
serves as a platform for connecting our members and facilitating exchanges of information.
We are implementing various initiatives in an effort to promote sustainability, such as paperless business operations, use of renewable energy sources, transition to electromobility and the installing of solar panels. We also organised our first “low carbon” event earlier this year, representing a pioneering step in measuring the environmental impact of our activities.
Starting in late October, the German-Serbian Chamber of Commerce will launch an edu-
The strong trust German companies have in Serbia’s business environment, coupled with growing bilateral trade, highlights the success of our economic relations
cational programme for training energy managers as part of the European Energy Manager project (EUREM). This is a professional development programme aimed at identifying weaknesses in energy consumption, exploring energy-saving potentials and optimising energy efficiency in companies. The EUREM programme’s content is standardised internationally and the certification is recognised in more than 30 countries.
We provide products and deliver on complex projects in power generation & transmission, and also act as an advisor to industrial companies, explains Petar Šainović, Managing Director at Siemens Energy Belgrade, noting that he is very proud of the industrial solutions provided by the company’s centre of competence
Speaking in this interview, Petar Šainović discusses smart and responsible technologies, energy transition, research, development and innovation, the future of the energy sector and efforts to make the world a beter place to live.
Siemens Energy Belgrade is involved in projects related to generation and transmission of electrical energy, as well as projects in the process industry. Which sectors and markets does your company cover?
— Siemens Energy is one of the world’s leading energy technology companies. Our team in Belgrade, of more than 200 employees, works with customers and partners in Serbia and across South East Europe. In addition, experts from the team are also working on complex projects in Northern and Western Europe, the Middle East and Africa. Our operations encompass power generation and transmission, as well as industrial solutions. I always like to underline that our local project teams deliver complex requests on a “turnkey” basis with full project responsibility. We are not only providing products and deliv-
ering on complex projects, but also acting as an advisor to industrial companies. I would also highlight our center of competence for industrial solutions, an integral part of our company in Serbia, where more than 100 experts of different engineering disciplines are involved on delivering on energy projects across the globe.
You believe that technology should always have a purpose and that investments in new technologies should be directed towards preserving the planet and natural resources. Are smart and responsible technologies more necessary today than ever before?
— We are all witnessing climate change, and I absolutely believe that environmental protection must be a priority for all of us. It’s the greatest challenge our generation faces. At Siemens Energy we’re focused on delivering on the energy transition, to reduce greenhouse gas emissions and achieve decarbonization as quickly as possible. I’m proud to work for a company whose mission is to deliver on the energy transition and support our partners through research, development, and innovation enabling energy to be reliable, affordable, and more sustainable for everyone.
Sustainable energy sources are much more present in the region today com-
pared to ten years ago, and the fact that green hydrogen is now entering the game clearly shows that the energy sector is rapidly changing. How do you see the future of the energy sector?
— The share of energy generated from renewable sources is increasing, and this trend will continue. Generally, the energy sector is experiencing exponential growth and expansion, with a significant level of investment in development of new technologies. You mentioned green hydrogen; I believe it is one of decarbonization examples with no alternative for certain industries and types of transport. That the company I work for is one of the main drivers of this revolution and a pioneer in developing technology for generation and use of green hydrogen in industry and energy, is a source of great pride for me. Renewable capacity will meet 35% of global power generation by 2025, according to the International Energy Agency (IEA). If we take into consideration projections which foresee that global electricity demand will triple by 2050, it is not hard to imagine energy sector being the most dynamic of all in the future. In my opinion, in the coming period, we will see the energy sector development at the pace we saw in the IT sector over the past ten years.
I’m confident that Serbian-German cooperation will be defined by new partnerships between Serbian and German companies in the years ahead, with a focus on creating joint high-tech and innovative products
Serbia’s cooperation with Germany is undoubtedly one of the most successful examples when it comes to the scale of foreign direct investment, as well as its impact on employment and exports. As president of the Chamber of Commerce & Industry of Serbia, Marko Čadež believes that boundaries will continue to shift and that the bar will be raised in Serbian-German economic cooperation, particularly with the introduction of new high technologies.
“The activities and influence of the more than 900 companies with majority German capital that have invested and operate in Serbia are no longer measured solely by the amount of capital invested, which is estimated to have far exceeded three billion euros; nor by the 82,000 people they employ, excluding those employed indirectly by Serbian companies in their supply chains; nor even by the value of total trade in goods and services, which last year reached a record 11.25 billion euros and was notably balanced, with 5.6 billion euros on both sides,” says Čadež.
The CCIS President believes that Serbian-German economic ties will be measured increasingly by the quality brought to the Serbian economy through transfers of knowledge, business and management models, new technologies and innovations from German hightech companies.
“These companies are no longer just building factories, employing people and exporting from Serbia. In their research and development centres here – like those of ZF, Continental, Brose, Draexlmaier and Muehlbauer – they rely on local expertise in creating the future of their industries globally,” notes Čadež. “In the coming years, I am certain that our cooperation will be characterised by new partnerships between Serbian and German companies in the creation of joint high-tech and innovative products.”
Serbia’s cooperation with Germany is among the most successful examples in terms of FDI and its effects on employment and exports. Would you agree?
— Indeed, Serbia’s cooperation with Germany is one of the most successful examples of foreign direct investment, employment creation and exports. And the limits of this economic cooperation will continue to expand, especially with the introduction of new high technologies.
The impact on the Serbian economy of the activities and influence of the more than 900 companies with majority German capital that have invested and operate in Serbia is no longer measured only by the amount of capital invested, which is estimat-
ed to have far exceeded €3 billion, or by the 82,000 people they employ – not to mention the employees in Serbian companies within their supply chains. Nor is it measured solely on the basis of the value of total trade in goods and services, which last year reached a record €11.25 billion and, importantly, was balanced, at €5.6 billion on each side.
by
German investors are focusing increasingly on the e-mobility segment, spurred by the announcement of a strategic partnership with the EU regarding sustainable raw materials, battery production chains and electric vehicles
The announcement that Mercedes-Benz will be part of the production chain in Serbia is a strong endorsement – not just for its suppliers, but for companies from other industries as well
Apart from a slowdown in exports to the German market, we haven’t faced major issues. Nearshoring processes have mitigated the negative effects of our main partner’s economic slowdown
These companies are no longer just building factories here, employing local people and exporting from Serbia. In their research and development centres in Serbia, such as those of ZF, Continental, Brose, Draexlmaier and Muehlbauer, they also rely on domestic talent to create the future of their industries globally. In the coming years, I am confident that our cooperation will also be characterised by new partnerships between Serbian and German companies in the development of joint high-tech and innovative products.
With German investors shifting their focus to more complex technologies and seeking partners in Serbia, which areas do you see as the most promising for future German investments? — Despite the challenges confronting the German economy and its automotive industry, German companies remain among the most numerous in the approximately one hundred foreign investors with which Serbia is negotiating concrete investment projects. The strongest interest is still in the automotive sector and related industries, as confirmed by the latest German investment in Serbia: PWO Group in Čačak. The focus is now shifting increasingly towards the segments of e-mobility, further stimulated by the signing of strategic partnership agreements with the EU on sustainable raw materials, battery production chains and electric vehicles, confirming the intention to establish an e-mobility value chain in Serbia. In this context, the announcement that MercedesBenz will be part of the production chain in Serbia is a significant signal for other investors – not only its suppliers, but also companies from other industries.
In parallel with the establishment of climate partnerships and Germany’s support for Serbia’s energy transition, interest from individual German companies in investing in energy, particularly in renewable energy sources – solar, wind and hydrogen –is also growing.
Discussions with major German companies, organised by the CCIS in Berlin during the July visit of the President of the Serbian Assembly, confirmed German investors’ interest in projects within the Bio4Campus, the pharmaceutical industry and health tech, as well as investments in preparation for EXPO 2027, particularly in the development of railway infrastructure.
Cooperation in the ICT sector, with a focus on the application of artificial intelligence, has become an unavoidable topic in discussions with German partners. How is Serbia positioning itself in this regard?
— ICT cooperation, particularly in AI applications, is now a key topic in discussions with German partners. By the end of this year, we plan to present Serbian IT companies and start-ups, especially those working on AI-based solutions, to German companies and funds interested in investing in start-up projects, in collaboration with the Frankfurt Chamber of Commerce.
A recent report from Munich’s IFO Institute for Economic Research noted that Germany’s automotive industry is struggling with a lack of new orders, particularly from abroad, and exporters’ expectations are very low. How might this trend affect Serbian businesses and German companies operating in Serbia?
— The challenges facing Germany’s automotive industry, caused by a combination of factors, pose a risk to both Serbian and German companies operating in Serbia, reducing the potential for Serbia’s export growth to Germany and the global market. Ultimately, 14% of Serbia’s total trade and 15% of our exports are linked to Germany. The automotive parts and components industry is among our largest export sectors – not just to Germany, but to the whole world.
For now, apart from the expected slowdown in export growth to the German market, which was around 3% for the first seven months of this year compared to the same period of last year, we haven’t encountered any major problems. It seems that nearshoring processes have managed to overcome the negative effects of the economic slowdown in our key partner’s economy.
Although growth is much slower than last year, exports of key products to Germany’s automotive industry continue to rise. Exports of ignition wire sets increased from January to July by 2.6%, while exports of tyres for new passenger vehicles grew by 5.3%, with a significantly higher percentage increase in exports of tyres for buses and trucks. Exports of wiper blade components jumped 37.5%.
The latest data from August indicates a return to double-digit export growth for some of the car parts manufacturers whose output was almost halved in the first half of the year.
In the long term, if the crisis in Germany’s automotive industry – as the main buyer of automotive parts and components from Serbia – deepens, the consequences for Serbia’s economy and German companies operating here would be more severe. I’m confident this won’t happen, given
In representing the interests
of the economy,
the CCIS
advocates improving dual education by making it industry-driven and led by companies
the strength of the largest and strongest European economy and the recent demonstration of the German state’s willingness to support its automotive industry, help it through the transition and restore its former competitiveness.
Are there any new German companies interested in investing in Serbia, in addition to those that are already present?
— Serbia is undoubtedly a destination that companies operating here count on for the long term, with the latest survey of the German-Serbian Chamber of Commerce showing that 78% of respondent companies plan to increase or main-
by
tain their investments this year. While their confidence is vital, it’s equally important that Serbia is on the radar of companies that have no prior experience in the country and that are restructuring their supply chains and operations to adapt to new circumstances.
Those companies approaching us for information on investment opportunities and supplier contacts, even on a global level, include many new companies from the metalworking, processing and machinery industries. We were further encouraged by recent meetings with their Integra Europe association and with Schaeffler, a leading global manufacturer of bearings for the automotive, aviation and machinery industries, which announced plans to expand and strengthen its presence in Serbia and the region this summer.
We also receive confirmation of interest in Serbian suppliers and products at German trade fairs—ranging from the food and wine industry to industrial technology and IT—which we attend each year in cooperation with Development Agency of Serbia (RAS). We are this year exhibiting at
We are encouraged by recent meetings with Integra Europe and Schaeffler, which are planning to expand their presence in Serbia and the region
six major German trade fairs, including Automechanika in Frankfurt and Electronica in Munich for the first time. We also support Serbian gaming companies at Gamescom in Cologne. The CCIS organised the third InterConnect B2B event in Belgrade this April, bringing together 17 major European buyers from the automotive, metal, electrical and plastics industries, allowing them to find suppliers here, with German companies always the most represented.
A recent survey of German companies revealed dissatisfaction with Serbia’s dual education system. What’s causing this, and how is the CCIS addressing the issue of shortages of skilled labour?
— Dual education has alleviated the skills shortage somewhat over the past decade, with nearly 1,100 companies taking advantage of the opportunity to hire the right people. However, there are limitations to the solutions applied in Serbia, which German companies have pointed out. These can be overcome by amending regulations and practices to align more closely with the models of the countries we look to, and by better meeting the needs of both local businesses and investors.
In representing the interests of businesses, the CCIS advocates the improvement of dual education in such a way that it becomes the property of the private sector, with companies in charge. This would include changes like allowing companies to select students so that they first enrol with the company and only then with the school, and in the future – as in Germany – students would spend more time at companies than in classrooms. It is also necessary to revise educational programmes to align them with industry needs and ensure that dual education curricula are more narrowly focused on specific professions or result in more specialised qualifications. Moreover, promoting dual professions and early career orientation for students should begin earlier, as early as the sixth year of primary school. We are working to shape these proposals with leading international experts, in constant communication with companies and the education authorities.
In addition to simplifying legal procedures for employing foreigners and the creation of a joint labour market under the Open Balkan initiative, which allows companies to hire workers from neighbouring countries without having to overcome bureaucratic hurdles, we’ve agreed with the National Employment Service to establish a single database of available jobs in the economy. This will help us create training plans through non-formal education for the workforce needed by companies.
When we started, our mission was clear: to contribute to the development of both our company and the entire community through strategic investments and dedicated work. And we have succeeded in that, says LEONI Serbia GM Miloš Manić
LEONI’s Miloš Manić is in a celebratory mood as he reflects on the journey of LEONI Serbia, which has become the country’s largest private sector employer and one of its top exporters over the course of the past 15 years. And judging by the plans that he reveals, new successes and records are on the horizon.
This year marks the 15th anniversary of your operations in Serbia. Congratulations! How has LEONI Serbia grown and developed over the past decade and a half?
— Celebrating 15 years of operations in Serbia isn’t just an anniversary for LEONI; it is an opportunity to reflect on everything we’ve achieved together. The journey we’ve been on over the past 15 years is incredible – we started in 2009 with just 350 people in Prokuplje, expanded production in that city, then opened factories in Malošište, Niš and Kraljevo. We have employed more than 12,500 people, which has had a direct impact on the economic progress of these regions. Our mission has not only been to be a successful business, but also a partner to local communities. Through various initiatives and projects, we have worked to improve quality of life for our employees and all citizens of Serbia. Over the past decade and a half, we have invested more than a million euros in corporate social responsibility activities and humanitarian actions – for the most vulnerable children, youth and sports, as well as support for cultural events and projects.
What are some of the initiatives that you’ve organised or participated in regularly, and which of them are a particular source of pride for the company?
— In the past year alone, our teams organised and participated in clean-up actions along the Niš quayside and Prokuplje’s Hisar hill. During Children’s Week in Kraljevo, we organised a toy giveaway in the city square, while we did the same for the Easter Games in Prokuplje, bringing joy to children and spreading the spirit of unity and solidarity. We distribute more than 3,000 New Year’s gift packages each year to the children of our employees and over 600 packages to children from humanitarian organisations and associations. Around 600 children of our employees who started school this year received valuable school kits, while we also provided the same gifts to around 150 financially disadvantaged children. We are proud of our dual education programmes and our support for campaigns like “Girls in ICT”, Bottle Caps for the Handicapped” and many others, thus contributing to the strengthening of equality and inclusion. Looking back, we are proud of everything we’ve achieved, but we are even more excited about what the future holds.
The Serbian Ministry of Finance last year ranked your company 5th among the country’s largest exporters, with exports of 489.3 million euros. What will 2024’s results be like, and not just in terms of exports?
contributes 48 million euros annually to the budgets of the Republic of Serbia and local governments through taxes and contributions
— What do the numbers say? The year 2024 has already proven to be dynamic and full of challenges, but also opportunities. Despite the challenges faced by the automotive industry as a whole, including the premium manufacturers who are our clients, we have managed to maintain business continuity. We believe that we will remain among the top five exporters in Serbia this year as well. We still have over 12,500 employees across our four factories, which makes us the largest private/ industrial sector employer in Serbia. The numbers also show that LEONI Serbia contributes 48 million euros annually to the budgets of the Republic of Serbia and local governments through taxes and contributions. I would additionally highlight the fact that we are working on developing local producers – we collaborate with 700 domestic suppliers, generating revenue of 41 million euros.
In your previous interview for CorD magazine, you mentioned the issue of
– Production programme: cable systems for premium class vehicles of the world’s most renowned automobile manufacturers
– Investments exceeding 300 million euros
– 12,500 employees
– Biggest employer in the industrial field
– Among the country’s top 5 exporters in 2023
– More than a million euros in CSR campaigns
– 700 local suppliers
high absenteeism that has a negative impact on operations, but also the need for the government to adapt legislation to meet the needs of the industry. Has any progress been made?
— A high level of absenteeism remains one of the main challenges we face – not only at our company, but across the industry as a whole. This issue has a direct impact on our productivity and efficiency, which can have far-reaching consequences for our business. Despite this, we have worked intensively on internal measures to mitigate the negative effects of absenteeism. Compared to last year, I would say that there has been progress. There is a dialogue in which we have seen that government representatives are attentive, understanding and recognise our problems. I sense a genuine desire to make the necessary changes, and it is important to look at how competitor countries are addressing this issue and then adapt and implement appropriate solutions here. There is definitely a significant difference and a positive shift compared to 2023.
Do you believe that you will achieve the ambitious plans you’ve set for the decade ahead?
— The automotive industry is going through a period of recovery and transformation, and we at LEONI see this as an opportunity for further growth and development. Our plans for the next decade are ambitious, and we are confident that we have the capacity, knowledge and experience to achieve them.
Serbia offers numerous opportunities for additional investments, especially in fast-growing sectors like technology, the green economy and infrastructure
The German government last year decided to improve investment guarantee conditions for German businesses for 34 countries, in an effort to support more German investments in countries with special economic potential.
“In short, these guarantees became less expensive for German companies, which makes them more attractive, especially for medium-sized companies investing in the Western Balkans,” says German-Serbian Chamber of Commerce Executive Board Member Alexander Markus. “On the one hand, this was an important step and I’m sure there are companies that use this support and will use it in the future. However, on the other hand, such measures cannot change
these major economic trends that we see worldwide at the moment, and that have a huge impact on the German economy”.
The group of companies in Serbia with German capital is likely one of the largest groups of foreign investors in the country, if not the largest. Does this suggest that the market is already saturated or is there still room for new investors?
— The picture is unfortunately slightly more complicated. When it comes to pure statistics, Germany ranked fifth when it comes to gross inflows of FDI to Serbia in 2023, as reports GTAI, the Germany Trade and Invest office. China was the top foreign investor in Serbia in 2023, with more than 30% of the share of gross FDI inflows.
However, if you look at what companies invest in total, including from revenue generated in Serbia to date and then reinvested in this country, and if you look at how many jobs German companies have created here in Serbia (our estimate is 90,000), you could say that Germany is undeniably among the largest investors in Serbia.
And this doesn’t necessarily indicate market saturation. On the contrary, the fact that Serbia has attracted significant German investments shows a high level of confidence in the business climate and the market’s potential. Serbia offers numerous opportunities for additional investments, especially in fast-growing sectors like technology, the green economy and infrastructure. Furthermore,
the ongoing development of infrastructure, along with favourable conditions for doing business, are helping to create an attractive environment for new investors. Serbia thus remains a highly appealing investment destination, with great growth and innovation potential.
The German projects that contribute to achieving the German government’s climate goals also receive incentives if they invest in green technologies. How many of these German companies are present in Serbia currently and will this decision lead to their number increasing?
— The fact that the German government is supporting companies in becoming greener and developing more sustainable projects is only part of the story. Under the framework of the European Green Deal, the EU has set an ambitious target to reduce greenhouse gas emissions by at least 55% compared to 1990 levels by 2030. In line with this goal, the Carbon Border Adjustment Mechanism (CBAM) introduces a tax on emissions for products imported into the EU, thus further incentivising decarbonisation.
As a signatory of the Sofia Declaration on the Green Agenda for the Western Balkans, Serbia has committed to reducing GHG emissions by 33.3% compared to 1990 levels by 2030. Many companies in Serbia already recognise the importance of reducing their carbon footprint in order to become more environmentally friendly.
German companies play a crucial role in this context. Their experience and commitment to sustainability serve as a beacon for best practices and innovative solutions. Companies like Siemens, Bosch, Continental, ZF and Procredit are already recognised as leaders in implementing green technologies in Serbia, contributing not only to emissions reductions, but also to improving energy efficiency.
Given the positive trends and growing awareness of the importance of sustainable business practices, Serbia has the opportunity to become an even more attractive destination for German companies that focus on green technologies. We believe this decision will have longterm benefits for both Serbia’s economy and for global climate goals.
How would you assess the overall context for investments in this sector in Serbia? How attractive is it for companies?
— That depends on what you mean by “this sector”, because there is no such economic sector. “Becoming sustainable” means changing the way you do business. It isn’t so much about investing in specific sectors, but rather concerns all kinds of business models, whatever you are earning your money with. It concerns not only the question of whether it makes economic sense to invest in photovoltaic power stations or wind energy parks in Serbia.
However, when it comes to renewable energy and the empowerment of these business projects, it seems to me that Serbia is still at the beginning of its journey. Once carbon emissions become much more expensive due to the aforementioned
Serbia has the opportunity to become an even more attractive destination for German companies that focus on green technologies
CBAM mechanism, the demand for green, carbon free energy will become increasingly higher, if not exploding in Serbia. At this juncture, I have the impression that not many people here in Serbia have grasped that this will happen and what it will mean for the future competitiveness of Serbian businesses on EU markets.
Germany is a key destination for Serbian SMEs. How does the German-Serbian Chamber of Commerce support the development of the Serbian “Mittelstand”?
— Mittelstand is part of Germany’s “DNA”. However, quite frankly, it actually plays a big role all over the European Union and not only in Germany. However, the German Mittelstand is very well known for the hidden champions that emerge from it. This German term cannot be translated to other languages – it can only be described. Many
confuse it with small and medium-sized companies, but that is incorrect. There are Mittelstand companies in Germany that have thousands of employees, yet still see themselves as being part of this group. From my point of view, a Mittelstand company refers to a company that was founded as an SME, is family-owned or usually managed by the owner, and the entire decision-making process remains like that of a small company. It also means that the company isn’t listed on the stock exchange and doesn’t have a complex ownership structure. If they have, this is more for tax purposes and doesn’t have an impact on decision-making structures.
The hidden champions among the German Mittelstand are those companies that offer very specific solutions or tailor-made products. I will give you an example: when I worked at the Chamber of Commerce of Berlin many years ago, the head of the chamber’s Committee for Foreign Trade was the CEO of a company that produced solutions for vibration control for bridges. He told me that there are very few companies worldwide, and only two in Germany, that produce this kind of solution, which is actually very important for the stability of bridges. Those are the hidden champions of German Mittelstand.
But let’s return to your question. Yes, absolutely! And many Serbian companies that are our members are examples of the Serbian Mittelstand, as they are managed by a single owner or family and are sometimes still SMEs, while sometimes they’re not already. We support the development of Serbian Mittelstand by bringing them together with German Mittelstand.
For example, one of the Chamber’s flagship projects is the “German Supply Chain Initiative in the Western Balkans”, which enables Serbian companies to connect with German partners, explore new business opportunities and expand their market. This project celebrated its 10th anniversary this year in Munich, having facilitated around 5,000 B2B meetings with top companies from the Western Balkans over the past decade. And most of the companies on both sides are Mittelstand companies.
t a moment when Help is marking 25 years of activities in Serbia and Montenegro, and will soon commemorate 30 years active in Bosnia and Herzegovina, we spoke with Masa Bubanj, Head of Help’s Regional Office Europe, which is active in 11 countries, who said that, looking back, everyone at this organisation is very proud of what has been achieved.
AThis is an important milestone for Help in Southeast and Eastern Europe. How would you reflect on these achievements and their importance for the region?
Our mission has always been to help people to help themselves, but to do so using a methodology that ensures changes involve different relevant stakeholders in the community, thus ensuring sustainability and local ownership, as well as transfers of knowledge, says Help’s Masa Bubanj
ent in 89% of municipalities in some countries, so almost covering the entire country. We do provide emergency assistance when needed, but the core in this region is development during the period of transition, economic empowerment, capacity building, education, resocialisation, social inclusion, improving housing conditions etc.
Another milestone is the resocialisation programme in Serbia. How has it contributed to stability and human rights around the region?
— We pioneered this concept in the Western Balkans, launching it 10 years ago in Serbia,
In assisting the marginalised, we utilise local knowledge and expertise, enhance capacities, empower our partners and ensure sustainability and local ownership
— This year is a special once for us, marking 25 years in Serbia and Montenegro, while we’ll soon commemorate 30 years in Bosnia and Herzegovina. We are now active in 11 countries in Europe, with our head office in Germany. Looking back, we are very proud of what we’ve achieved. In growing steadily yet cautiously, we had moments when our actions had to be reshaped and adopted to the needs of the most vulnerable, in order to be able to serve our purpose. However, we’ve also grown as an organisation, especially in terms of our human capital, as one of the key success factors. Our team has managed to implement 562 projects. Help has worked with 468 local governments around the region. We are pres-
while now the programme has extended to different countries of the region. Resocialisation is a complex process that requires both legal structures and a supportive environment in which individuals can truly rehabilitate. We see the difference by measuring the results: 65 workshops equipped with tools and equipment; over 5,500 inmates and prison staff involved in educational programmes; post-release employment opportunities created for 115 former prisoners.
Help has also been at the forefront of promoting inclusion. How do your programmes contribute to a more inclusive society and what role does sustainability play?
— There must be synergy, otherwise it won’t function so successfully. Our advantage is our presence in the field, directly in communities, with people in need and local actors. Our work is based on two guidelines: empowerment and localisation. This is why our projects have been implemented in partnership with over 300 local partners, targeting youth, women, children, minorities, refugees, IDPs, people with disabilities, asylum seekers and other marginalised groups.
In assisting the marginalised, we utilise local knowledge and expertise, enhance capacities, empower our partners and ensure sustainability and local ownership.
Regional cooperation has been a key part of Help’s work in the Balkans. How does this improve stability and progress?
— Regional cooperation is very important to us, as it restores hope. As an organisation, we also reflect importance through the work our regional office. We need regional cooperation and initiatives in order to bring people closer and encourage them to work together, solve problems together and live in a society with prospects for their children.
As you celebrate these major milestones, what message would you like to share with your partners and the wider public?
— We deeply appreciate the trust and unwavering support of our donors, partners and the people we assist. This has been the driving force propelling our success and growth..
“On our journey from a small branch office with just 13 employees to a company that is now among the country’s largest exporters, we have learned a great deal as a team,” says Robert Bosch d.o.o. General Manager Jovanka Jovanović
obert Bosch d.o.o. Serbia operates at two locations: its New Belgrade headquarters and its plant in Pećinci, representing Europe’s largest Bosch wiper system plant. In celebrating her two decades of work at the company, GM Jovanka Jovanović shares with us details of how the company reached this point and what’s planned for the years ahead.
RWhat was Bosch like when you first joined back in 2004, and how does it look today?
— When I first joined Bosch in Serbia, it was a small representative office with only 13 employees focused on distributing Bosch products. The potential of our market was soon recognised by the headquarters in Germany, and in 2006 we estab-
distributing a wide range of Bosch products and providing services, particularly in the ICT field and the automotive aftermarket industry, for which there is a global Bosch competence centre in Belgrade.
When it comes to numbers, we must mention one that is very personal for you: 20 years of work at Bosch, for which we congratulate you! How would you assess this exciting journey and what advice would you give to young people just embarking on their career journeys? — First of all, thank you for the congratulations! We have been accompanied all along by new challenges and challenging projects, as well as the continuous growth of the organisation, with which both the company and its people have grown –
I would like to highlight the important topic of female leadership, which is a local focus for us, with 50% of leadership roles at our New Belgrade headquarters held by women
lished Robert Bosch d.o.o., which, together with BSH household appliances, forms the Bosch Group in Serbia. Our company is today one of the largest exporters in the country and the third most desirable employer, employing over 4,500 people.
We are focused on developing new technologies, with the company’s operations encompassing a variety of areas –from manufacturing electrical and electronic equipment for motor vehicles, to
and that’s what matters most. Many young leaders have developed into senior professionals, and I’m proud to have witnessed their growth, both professionally and personally. At the same time, I’ve also learned a lot from them, particularly the younger generations, who comprise a large part of our team.
I would also like to highlight the important topic of female leadership, which is a local focus for us, with 50% of leadership
roles at our New Belgrade headquarters held by women.
My advice to young people is to choose a job that allows them to grow and that brings them satisfaction; to be curious and explore new opportunities, and not to give up when they face a ‘make-or-break’ challenge, but rather to give their all to achieve the goal. It’s also crucial to find time for hobbies and interests beyond work. In my case, that’s new technologies, travelling and cooking, with a focus on the origin of ingredients. Physical activity is a must, no matter what you do, because it impacts not only your physical health, but also your mental wellbeing, which should be everyone’s priority.
Do you appreciate the speed at which technology is evolving and how responsible companies are using it?
— I believe it’s extremely important to have a responsible approach, both during the development of new technology and its application, especially when it comes to artificial intelligence. And this is a priority for our company in every field. We truly create technology that makes life easier for people, on the one hand, and more exciting, on the other: technology that is "invented for life".
I’m particularly impressed by examples of new technologies in the medical field, such as the new AI model that can detect breast cancer up to five years before it develops, various models that assist elderly people and those focused on education, which is one of the priorities of our corporate social responsibility activities.
Apokrifi is a reliable partner in the development of residential, commercial, industrial and other types of buildings. It provides a comprehensive service – from design and structural analysis to detailed work, production, and construction documentation
By combining its team’s extensive knowledge with cutting-edge technologies like BIM modelling, Apokrifi ensures every project is planned, detailed and executed flawlessly. This approach saves time and money while delivering consistent results that exceed clients’ expectations.
With cities expanding and demand for infrastructure rising, the construction industry is experiencing exceptional growth. However, this expansion brings a pressing challenge due to a shortage of skilled professionals. Research shows that 80% of construction companies struggle to find the expertise they need, and a staggering 41% of the current workforce will retire by 2031. As the market continues to grow, this shortage becomes ever more pronounced, creating substantial barriers to progress and efficiency.
Furthermore, 98% of construction projects face delays, leading to frustration and financial strain. Many companies find it difficult to deliver on time and stay within budgets, and even to take on new projects as a consequence of these challenges.
As a company that specialises in construction, Apokrifi has developed a
unique system to help clients navigate these obstacles effectively. The company believes that success in construction isn’t just about advanced software and machinery, but rather depends fundamentally on people. Human expertise, collaboration and proper organisation are the cornerstones of every successful project.
This strategy increases production capacities, reduces costs by 30-40%, minimises delays and brings renewed enthusiasm to every project. By combining its team’s extensive knowledge with cutting-edge technologies like BIM modelling, Apokrifi ensures that every project is planned, detailed and executed flawlessly. This approach saves time and money while delivering consistent results that exceed clients’ expectations.
Over the past seven years, Apokrifi has helped clients across Europe achieve their project goals more efficiently, reduce costs and increase profits. With over 2,500,000 square metres of projects completed and more than 1,500 successful collaborations, Apokrifi has proven itself to be a reliable partner in the realisation of various types of buildings: residential, commercial, industrial, and more.
Specialising in prefabricated construction systems, Apokrifi provides a complete
service - from design and structural analysis to detailed work, production and construction documentation.
Apokrifi is a reliable partner to factories and design offices in Germany, the Netherlands and Belgium, ensuring secure capacities and deadlines, consistent quality, efficiency, compliance with EU standards and adaptation to the specific needs of each project.
With the support of the Apokrifi team, clients can overcome the challenge of skilled labour shortages and focus on what they do best: building and investing.
What truly sets Apokrifi apart are the longstanding and mutually beneficial relationships it has built with clients and within the company’s own team. The Apokrifi belief is that every project starts and ends with people – clients, partners and team members. The company’s advancements in technology, processes and approaches are a result of nurturing relationships and caring deeply for the people with whom they work.
As CEO Jelena Damnjanović often says: “While technology creates new pathways, we must not forget the essential roads that connect hearts”. This philosophy guides Apokrifi every day in helping to shape the future of construction.
Commemorating the 20th anniversary of EOS Matrix in Serbia and 50 years of the EOS Group provides an opportunity to reflect on the past while looking to the future, says EOS Matrix MD Jelena Jović
peaking in this engaging interview, Jelena Jović shares her recipe for both personal and company success. She also discusses the importance of strong client relationships, innovation and the need to invest continuously in developing skills, new ideas and services.
EOS Matrix is celebrating 20 years in Serbia, while the EOS Group is marking 50 years of operations. Have you taken this opportunity to once again evaluate your progress and development, as well as your numerous achievements over the previous decades?
— We have grown successfully over the past decades through various economic cycles and changing market conditions, but the challenges brought by shifts in cash flows and economic stability require a special focus and strategic planning. During these 20 years in Serbia, we have built strong relationships with our clients, become leaders of the debt management industry and introduced innovative practices that have now become standards. In this anniversary year, we are particularly proud that we’ve continued to invest in debt portfolios and opened the door to new ideas and business lines that will be our focus in the coming years.
What do you think is essential for business success, and what significant mo-
ments have marked both your personal growth and that of the company?
— Business success depends on a combination of personal dedication, strategic thinking, adaptability, continuous improvement, a clear vision and the ability to recognise the right opportunities. My personal journey at EOS Matrix began 14 years ago as a call operator, where I learned the basics of client relations and the essence of debt collection. Step by step, through persistence, a desire to learn and taking on ever more responsibilities, I managed to build my career and, thanks to great mentors and colleagues, earned the opportunity to lead the local office, which I’ve been doing for several years now.
Two key characteristics have contributed to where EOS stands today: courage and creativity. Thanks to these qualities, our company has been able to introduce new business lines, including the pur-
chase of secured claims. I am proud that many of our employees have been with the company for more than 10 years, as this testifies to our commitment to developing people and creating a stable and positive work environment. The success of a company under market conditions is shaped by its people.
Despite a celebratory mood, you are preparing for the numerous challenges that the future may bring?
— We are aware that global economic trends, inflation, rising interest rates and changes in the dynamics of consumer behaviour can have a significant impact on economic stability. That’s why we are preparing for these challenges through several approaches. Firstly, technological innovation remains at the core of our business. Our ability to more quickly and efficiently analyse the market, and to manage risks using advanced analytical and artificial intelligence tools, gives us an advantage in identifying potential problems, but also opportunities. Secondly, diversifying our business lines, such as by purchasing secured claims, investing in real estate and financing projects, allows us to adapt to different scenarios. Thirdly, our relationships with clients and long-term partnerships enable us to respond quickly to market changes and tailor our services to their needs. While we celebrate tradition and achievements, we look forward with a clear vision: stability, innovation, flexibility, and new solutions for the future. Regardless of cash flows or macroeconomic changes, EOS Matrix will continue to provide solutions that contribute to the stability and security of our clients and the market as a whole.
This company initially began dealing with road transport, before quickly expanding into air and rail transport, alongside warehousing and supply chain management. Its focus shifted recently towards specialised services for the automotive industry, emergency deliveries and fulfilment services. Here CEO Simović shares the company’s longterm plans with us, following its significant achievements in recent years.
TIn the five years since Militzer & Münch launched operations on our market, it has become one of the country’s top five logistics companies. Have the results exceeded expectations?
— Over the past five years, M&M Militzer & Münch Serbia has strengthened its position on the Serbian market considera-
M&M Militzer & Münch Serbia has been expanding its market share year after year by providing reliable and efficient services tailored to the evolving needs of the market, explains CEO Filip Simović
the development of new services, ensuring that we remain competitive.
Today’s logistics depend on the latest technologies, while you are also known for your innovative solutions? — Logistics today requires the implementation of cutting-edge technologies to achieve high efficiency and service quality. At Militzer & Münch, we utilise advanced supply chain management systems, as well as warehouse and transport automation. These innovations not only optimise our operations, but also enhance the speed and accuracy of deliveries, which is crucial for customer satisfaction. Apart from this, we regularly invest in employee training to ensure that all team members keep up-to-date with the latest technologies and industry practices. It’s important to note that sus-
We regularly invest in employee training to ensure that all team members keep up-to-date with the latest technologies and industry practices
bly. Our success is no accident; it stems from strategic planning, commitment to quality and the continuous development of services. The results have exceeded our expectations, thanks largely to innovation in our business processes and the cultivation of strong client relationships. The diversity of our services enables us to offer comprehensive solutions that meet the various needs of our clients. Our team of experts works constantly on
tainable practices are becoming increasingly important in modern business, including logistics. Militzer & Münch actively implements strategies to reduce its environmental footprint, including the use of eco-friendly transportation methods and optimising transport routes to reduce CO2 emissions. We believe that responsible logistics must be a real practice, satisfying the growing number of clients seeking ecological alternatives.
You have successfully transferred your business model from Serbia to both Bosnia and Herzegovina and Montenegro. Are there plans for further expansion to other Balkan countries? What are your personal plans? — Our vision is to expand Militzer & Münch’s presence across the entire Balkan region. During the establishment of our joint venture with the M&M group, we set clear expansion goals. We plan to enter new markets in the coming years, such as North Macedonia and Albania. We believe that our approach, which is based on service quality and local expertise, will enable us to successfully establish a stable and efficient logistics network. We plan to engage local experts in this process, and to build partnerships that will support our growth.
As a member of the Executive Board of the German-Serbian Chamber of Commerce and its vice-president, my role is focused on strengthening economic cooperation between Germany and Serbia. I work on promoting business opportunities and facilitating exchanges of knowledge among member companies. My goal is to contribute to the development of innovation and the facilitation of business cooperation, which will further stimulate growth and sustainable development. I also plan to strengthen Militzer & Münch’s position in the logistics sector by focusing on the improvement of technological infrastructure and expanding our network of partnerships.
OBO Bettermann offers a wide range of fire protection systems with proven international success, providing diverse solutions for various applications
In recent years, building safety requirements have steadily increased, with growing awareness around essential fire protection measures. Effective fire protection is both complex and challenging, presenting planners and installation engineers with numerous obstacles.
After thorough planning and correct implementation, fire protection in buildings must be inspected and approved. All installations must comply with regulations, and the relevant fire protection documentation must be provided. This requires indepth knowledge of fire causes, behaviour, and prevention, as well as methods to limit or stop the spread of fire.
In buildings with high occupancy, measures must ensure that no one is harmed by fire or smoke and that there are safe, quick evacuation routes. Three essential steps for effective fire protection in buildings are:
1. Limit the spread of fire
2. Protect escape and rescue routes
3. Maintain critical electrical systems, ensuring they remain operational during emergencies.
With over 40 years of experience, OBO Bettermann continues to expand its range of fire protection systems, offering adaptable solutions to meet the growing demands for building safety worldwide.
TSME HUB supported nine SMEs in its first year of operations, with each of them going through a comprehensive support programme that included grants and expert assistance, reveals
SME HUB Director Aleksandar Goračinov
his is a win-win situation, as SMEs receive opportunities for growth and development through the SME HUB project, while large companies gain concrete business benefits, strengthening their market position and supply chain, says Goračinov, who provides a detailed overview of the project.
The SME sector is among our economy’s most important segments, but it still requires additional support. Is this why the SME HUB project was launched?
— SMEs are the backbone of the domestic economy, accounting for more than 90% of all businesses in Serbia. Their contribution to employment and GDP
SME HUB is a public-private partnership project between the Government of Switzerland, represented by the Swiss Agency for Development and Cooperation (SDC), and Serbian company ICT HUB. Our budget is seven million Swiss francs and our goal is to provide comprehensive support to small and medium-sized enterprises. The project is designed to provide Serbian manufacturers and SMEs with grants, on the one hand, and expertise and resources in the form of development, mentoring, education, business digitalisation, certification, management professionalisation and process optimisation, on the other. The main objective is to prepare them to enter the supply chains of large domestic and foreign companies, or – in the
The project’s financial support, ranging from between 50,000 and 100,000 Swiss francs, was tailored to the needs of each company and intended to implement transformation activities
is significant, but they also face numerous challenges, particularly in terms of business development, digitalisation and in gaining access to other markets. The entire SME sector is vital to the development and sustainability of every economy, including ours, but it needs further support to be able to fully realise its potential. We have witnessed this potential, both as a country and as entrepreneurs, through our SME HUB project, which was launched precisely for this reason.
case that they’re already in such chains – to further develop, expand their cooperation, employ more people and boost their revenue.
What kind of support and financial assistance were received by the nine SMEs that you supported in the project’s first year?
— Experts and consultants engaged within the project – covering areas like digitalisation, financial management and HR management – worked with the
SMEs involved in the project to find solutions for their development. This is crucial to the optimisation and standardisation of their operations and the establishment of systems able to satisfy the demands of the market.
The financial support, ranging from between 50,000 and 100,000 Swiss francs, was tailored to the needs of each company and intended to implement transformation activities. The scope and value of the transformation depended on the complexity and scale of services required by the SMEs.
How much interest in participating in this project exists among multinationals and large domestic companies?
— The benefits for them are clear. One of the main advantages is the diversification of their supplier portfolio, giving them more procurement options and reducing the risk of supply chain disruptions. Large companies need reliable and adequate suppliers that can standardise their operations and deliver goods at the right time, place and price, without any risks.
The SME HUB project has also allowed large companies to advance their CSR activities. By collaborating with SMEs, they strengthen these enterprises, but also the communities in which they operate and the entire ecosystem.
We recognise that every market has its own unique challenges and opportunities, which is why we focus on tailored strategies rather than a one-size-fits-all approach, says Siemens Healthcare Director Marijana Đorđević
Beyond technology, Siemens Healthineers places a strong emphasis on investing in the education and training of healthcare professionals to ensure they can fully leverage innovations. We discussed this holistic approach – which enables the improving of efficiency and elevating of patient care, while providing cost-effective solutions – with Marijana Đorđević, director of this company that has a mission to support the Serbian healthcare system.
To what extent are your pioneering and often revolutionary discoveries available to countries like Serbia and healthcare systems like ours?
— The first X-ray was brought to this country by a doctor from Šabac in 1897, and we have been a trusted partner to both private medical practices and public hospitals ever since, even during difficult periods. Despite those challenging times, Siemens Healthineers continued supporting Serbian healthcare institutions in 90ties, notably providing an MRI for the Children’s Hospital during the period of sanctions. We’ve been a pioneer in introducing cutting-edge medical technology to Serbia – from the first PET CT scanner installed in Belgrade in 2009 to advanced systems like biplanes and the Artis Pheno, robotic C-arm angiography system created for minimally invasive interventional procedures. Our role in the recent reconstruction of the Clinical Centre of Serbia and ongo-
ing involvement with the Clinical Centre of Vojvodina further highlight our longterm commitment.
Medical examinations using your latest generation devices enable greater precision when it comes to diagnosis and treatment.
— Our latest generation of diagnostic devices improve the speed, comfort and accuracy of medical examinations significantly. For instance, a CT scan that used to take a minute can now be completed in just five seconds – with a much lower dose of radiation. This also applies when it comes to MRI, where we have also reduced scan times and helium consumption dramatically. Automation plays a key role in laboratory diagnostics, ensuring faster and more precise results. Beyond the aforementioned innovations, eHealth solutions facilitate seamless communication between doctors, patients and researchers, support-
ing personalised medicine and improving overall patient care.
Is the procurement of new medical equipment and devices the best investment in the health of the nation?
— Investing in new medical equipment is crucial to building a sustainable and healthy society. As healthcare systems face increasing pressure, Siemens Healthineers are committed to long-term partnerships that close care gaps and deliver comprehensive solutions—from diagnosis to therapy and aftercare. Our focus is not just on technology, but also on training healthcare professionals to use these innovations effectively. This approach maximises resources, ensuring patients have lasting access to advanced healthcare, regardless of their location. It also aligns with the UN Sustainable Development Goals, thus fostering global health and wellbeing.
What will be brought by AI and digitalisation when it comes to disease prevention, fighting the most serious diseases, advancing the care provided etc.? — AI, digitalisation and faster data analysis are set to revolutionise healthcare by improving disease prevention and patient care. Siemens Healthineers is at the forefront of this transformation, with solutions like imaging IT, AI-powered decision support and eHealth and patient engagement solutions. Our AI-powered systems help clinicians make more accurate diagnoses and treatment plans, ultimately improving patient outcomes. The integration of these digital solutions into everyday healthcare practices not only enhances efficiency, but also ensures that patients receive the best care possible.
To mark ten years of the Berlin Process, the Western Balkan Business Forum was held in Berlin at the end of September, under the theme “Western Balkans as an Economic Area on the Path to the EU – 10 Years of the Berlin Process”. The event, opened by German Minister of Economic Affairs Dr. Robert Habeck, highlighted the Berlin Process as a key framework for economic and political integration between the Western Balkans and the European Union, promoting regional cooperation and sustainable economic growth
At the forum, organised by the German Federal Ministry for Economic Affairs and Climate Action (BMWK) with the support of the German Chamber of Commerce (DIHK), the Committee on Eastern European Economic Relations, the German-Serbian Chamber of Commerce, the network of German chambers of commerce in the Western Balkans (AHK), and the Western Balkan 6 Chamber Investment Forum (WB6 CIF), regional economic ministers, including Serbia’s Minister of Internal and External Trade Tomislav Momirović, along with business representatives and renowned economic experts, analysed past achievements and challenges on the path to the region’s economic integration with the European Union.
Milan Grujić, President of the German-Serbian Chamber of Commerce, stated that the Berlin Process has demonstrated the importance of cooperation between the Western Balkans and the EU, not only politically but economically.
“The German-Serbian Chamber of Commerce has proudly participated in the Berlin Process from the beginning, opening new opportunities for economic development and integration of the region with the EU. Through initiatives like the German Supplier Initiative, which
has connected German companies with suppliers from the Western Balkans for ten years, and in collaboration with the network of German chambers in the Western Balkans (AHK), we have organised around 5,000 B2B meetings in the past decade between the region’s best companies and German partners, significantly boosting exports and business opportunities. Our mission remains to support companies in achieving sustainable development goals and strengthening business ties between Germany and Serbia,” said the President of the German-Serbian Chamber of Commerce.
To commemorate the Berlin Process’s tenth anniversary, the organisers of the Business Forum created a joint document titled “10 Years of the Berlin Process – Assessment from a Business Perspective and Next Steps” (Position Paper), which highlights the key challenges and future directions for cooperation between the Western Balkans and the EU. One of the main points emphasised is the need to raise awareness of the European Union as a community of values, as well as the role of EU investors and local businesses in promoting the benefits of EU membership, such as the free movement of people, capital, services, and goods within the single market.
The Berlin Process has also established a productive basis for dialogue between economic and political actors, which should be further intensified through forums such as the Western Balkans Digital Summit. The goal is for businesses to actively engage in political processes and contribute to further development.
At the regional level, it is crucial to work on harmonising economic policies and removing barriers that hinder cross-border projects. Business forums provide a platform for
Economic cooperation between the Western Balkans and the European Union, facilitated by the Berlin Process, has laid the foundation for dialogue and integration, promoting sustainable development and deeper business ties across the region
exchanging ideas and encourage the development of the Western Balkans as a single economic area.
Another priority is further integrating Western Balkan companies into European value chains. Projects such as the German Supplier
Initiative in the Western Balkans have shown the region’s great potential, and future activities should focus on strengthening regulatory frameworks and retaining qualified staff.
Improving infrastructure at border crossings with the EU is also a key issue, particularly the need to equip customs and other state authorities on the ground. With long queues, sometimes stretching for kilometres, at EU border crossings for truck traffic from the Western Balkans and vice versa, inspections should be carried out by authorities on both sides, which would significantly reduce processing time. Additionally, the technical equipment of customs stations, such as increasing the number of truck scanners, should be improved.
The Carbon Border Adjustment Mechanism (CBAM) is still a relatively unknown topic in the Western Balkans, despite numerous efforts from the network of German chambers abroad (AHK) and other relevant actors. The CBAM, which entered its transitional phase in the EU on 1 October 2023, is the EU’s key tool in combating carbon leakage, aiming to equalise carbon emission prices within and outside its borders. During the transition period, Serbia’s EU trading partners will be required to calculate and report their GHG emissions without financial obligations. However, from 2026, the EU will impose charges on importers under the CBAM framework.
“Twenty thousand people / Cross Bösebrücke / Fingers are crossed / just in case” ~ David Bowie, Where Are We Now? (2013)
Speaking at an East Berlin press conference held shortly before 7pm on 9th October 1989, following several weeks of protests and civil unrest, East German representative Günter Schabowski confirmed the new official East German regulations according to which citizens of the then DDR could obtain an exit visa without satisfying special conditions and enduring lengthy waiting times. When asked by astonished journalists when this regulation would enter into force, Schabowski answered that, according to his knowledge, it was effective immediately. The auditorium of the East Berlin press centre sud-
denly erupted with excitement, confusion, almost disbelief. The people had waited more than 28 years for this event. According to the recollections of then Tanjug correspondent Đorđe Milošević, who was present in the press centre at the time, in terms of importance, this was the kind of news that only breaks once in a journalist’s career, if at all.
Schabowski’s statement was aired as ‘breaking news’ by West German public broadcaster ARD at 8pm that same evening. East German citizens soon started pouring towards the border crossings between East and West Berlin. Having received no prior directive, the East Ger-
man border police were taken aback. The pressure only intensified as ever more people arrived at the border crossings. At around 9:20pm, several East German citizens were permitted to pass through the checkpoint at the Bornholmer Straße border crossing, which separated the East Berlin district of Prenzlauer Berg from West Germany’s Wedding. It was half an hour before midnight that border guards opened the barrier at the Bornholmer Straße checkpoint. Around 20,000 East German citizens flooded over the Bösebrücke steel bridge during the next hour, crossing completely uncontrolled from the eastern to the western sectors of the city. The fall of the wall had started.
The remaining checkpoints were opened throughout the night. Many hundreds of thousands of citizens stampeded into West Germany. Younger people scaled the wall and an atmosphere of total euphoria reigned. Spontaneous celebrations broke out on the streets of West Berlin and lasted until the morning. Throngs of people packed West Berlin’s Kurfürstendamm avenue over the following days. And on the night between 9th and 10th November 1989, the Berlin Wall finally fell. It would only be in June of the next year that the official demolition of the nearly 155-kilometre-long construction would begin.
The construction of the Berlin Wall, which spilt Germany’s former capital in two and represented a physical barrier encircling West Berlin, began 16 years after the end of World War II and the dividing of Germany and Berlin into four occupation zones, and 12 years after Germany’s bifurcation into two states: East Germany (the German Democratic Republic), with its capital in East Berlin; and West Germany, with its capital in Bonn. West Berlin, which was considered a de facto part of West Germany, was formally a free city under the occupation of the Western Allies (France, Britain and the U.S.A.). The occupied area covered approximately 480 square kilometres and was deep into East German territory, lacking a direct connection to West Germany.
In a world divided politically, militarily and ideologically, West Berlin represented a propaganda shopwindow of the West, an “island of freedom” and a “hole” in the Iron Curtain. It was simultaneously East Germany’s weakest point, the only place where its citizens could come into direct contact with the “temptations” of the Western world, but also the place where fleeing westwards was simplest – by merely crossing over to the city’s western sectors. The mass departure of the population was among the toughest problems confronting the East German authorities. Approximately 2.7 million inhabitants of the Ger-
man Democratic Republic fled to West Germany between 1949 and 1961. The number of citizens who’d fled reached alarming proportions in the period from the late 1950s to the early ‘60s. Around 200,000 mostly young East Germans received permanent residence in West Germany during 1960 alone. East Germany found itself on
Over the course of just a few years, the world had switched from bipolar to unipolar, with some states disappearing and others emerging
the brink of economic and social collapse, with its authorities unable to prevent the constant outflow of the population.
Operation Rose was launched at dawn on Sunday, 13th August 1961. It saw army and police units of the DDR use barbed wire and barricades to close
192 Berlin streets, 32 railway routes, eight lines of the surface city railway network, four subway lines and three motorways. This marked the start of the construction of what would become the Berlin Wall. The barbed wire would quickly be replaced by reinforced concrete, which divided streets, neighbourhoods, squares and even buildings.
The Berlin Wall was not constructed overnight. It’s constructed would last, through various stages, until the 1980s. In its final form, the wall comprised approximately 45,000 concrete slabs that were 3.6 metres high and 1.2 metres wide. On the eastern side, a parallel fence was erected at a distance of around 100 metres from the wall, with a small “no man’s land” of empty ground in between, forming the so-called “path of death”. More than a hundred observation towers were built along the length of the wall.
From the East German perspective, the structure was meant to represent an “anti-fascist protective wall” that would protect the “peace-loving”, “democratic”, socialist East Germany from the “fascist and imperialist provocations” of West Germany. And the wall certainly fulfilled its primary purpose. Although fleeing to the West had not been prevent-
It
ed completely, the number of those escaping fell dramatically. And yet, the Berlin Wall would come to represent anything but a symbol of anti-fascism. It represented a symptom of the East German regime’s powerlessness in overcoming internal po-
was half an hour before midnight that border guards opened the barrier at the Bornholmer Straße checkpoint
litical and social challenges and creating an order that would prove more attractive than the West to its own population. With at least 140 attempts to escape over the wall ending in the deaths of those trying to flee, the Berlin Wall also became a symbol of the East German regime’s brutality. Berlin had represented the easiest place in Europe for people, ideas and goods to flow between East and West until 1961, but the wall’s construction would render it the most concrete symbol of the polarised division of Germany, Europe and the world.
The fall of the Berlin Wall was an epochal event. It also had huge personal significance for those Germans who had family members and friends living on the other side of the divided city (and country). It also had massive political significance for opponents of the then East Germany’s political and social system. As a herald of Germany’s imminent reunification, the fall of the wall had national significance. The global significance of the fall of the Berlin Wall is evident in the symbolic significance that its existence had as the embodiment of Cold War divi -
sions. As such, the disappearance of this symbol also marked the end of the era.
The opening of Berlin’s internal checkpoints on the night between 9th-10th November 1989 was an act that accelerated Germany’s reunification process, which would be confirmed on 3rd October of the following year. It thus also sped up the collapse of the DDR and its disappearance from the political map of Europe, with it merging into the newly formed Federal Republic of Germany in October 1990. Next came the collapse of the Soviet Union and the peaceful dissolution of Czechoslovakia, followed by the bloody disintegration of Yugoslavia.
Over the course of just a few years, the world had switched from bipolar to unipolar, with some states disappearing and others emerging. The world order took on a very different form almost overnight. And the fall of the Berlin Wall became one of those historical events that has its own ‘before’ and ‘after’.
Article authored by Natalija Dimić Lompar, Ph.D., Research Associate of the Institute for Recent History of Serbia
A century after his death, Franz Kafka remains a towering figure in literature, influencing modern culture in ways both profound and unexpected
It is a curious paradox that Franz Kafka, one of the most enigmatic and demanding writers of the 20th century, has become a global literary icon, despite being relatively unknown in his lifetime. Kafka, who passed away on 3rd June 1924, now looms large in popular culture. His dark, unsettling stories have permeated everything from literature and cinema to comic books, video games, and even social media. His work, which wrestles with existential dilemmas, continues to resonate with readers who find their own anxieties and uncertainties mirrored in his writing.
As W. H. Auden once suggested, Kafka’s influence on our age is akin to the impact Shakespeare and Dante had on theirs. A century after his death, Kafka’s legacy persists, not just as a writer, but as a symbol of the alienation and absurdity that seem to define modern existence.
Much of the fascination with Kafka arises from his biography. He lived a life of profound internal conflict, juggling the responsibilities of his day job as a lawyer with the consuming demands of his writing. This “terrible double-life,” as he described it, was marked by a profound sense of alienation. He was torn between his desire for a family life and his belief that he was “consumed” by literature. His crippling perfectionism meant that only a fraction of his work was published during his lifetime, with the rest ordered to be destroyed upon his death—an instruction his friend Max Brod famously ignored.
Kafka’s posthumous fame owes much to this mythology of the tortured genius. His writings are often seen as prophetic, offering a vision of totalitarian regimes, bureaucratic madness, and surveillance that eerily prefigures the darkest aspects of the 20th century. Yet, such interpretations can overshadow the richness and complexity of his work, which remains as unsettling and beguiling today as when it was first written.
One of Kafka’s most famous works, The Trial, perfectly encapsulates his themes of alienation and absurdity. It tells the story of Josef K., an ordinary man who is arrested and prosecuted without knowing why. He struggles to navigate a mysterious legal system that remains indifferent to his fate. His execution at the novel’s
As scholars and readers alike return to his work, Kafka’s legacy as one of the most important writers of the 20th century remains secure
end is as arbitrary as his arrest. Kafka’s portrayal of faceless bureaucracy and the helplessness of the individual is as relevant today as it was when first written.
The publication history of The Trial is as peculiar as the novel itself. Max Brod, Kafka’s literary executor, saved the manuscript from destruction, arranging and editing it for posthumous publication. Since then, different editions have emerged, each attempting to stay truer to Kafka’s original intentions. Modern critical editions, such as those by Reiner Stach and Roland Reuss, reveal the fragmented, unfinished nature of the novel, reminding us of Kafka’s meticulous yet perpetually incomplete creative process.
Kafka’s influence extends beyond his literary works. Scholars and critics have long sought to decipher the deeper meanings behind his surreal stories. T. W. Adorno famously advocated for a “literal” reading of Kafka, encouraging readers to take his words at face value rather than seeking hidden symbolism. This approach, which shifts the focus back to Kafka’s crafts -
manship, has informed much recent scholarship. One of the most ambitious projects in Kafka studies is Reiner Stach’s multi-volume edition of Kafka’s works, which aims to present a more faithful representation of his writing process. In Stach’s edition of The Trial, for example, a single first-person sentence near the novel’s end—previously thought to be a mistake— is retained, adding a layer of emotional intensity to Josef K.’s final moments.
Kafka was as much a reader as he was a writer, and his literary influences permeate his work. As Andreas Kilcher explores in Kafka’s Workshop, Kafka’s creative process was deeply intertwined with his reading habits. Kafka was particularly drawn to authors like Dostoevsky, Flaubert, and
Kleist, whose works shaped his literary vision. His voracious reading extended beyond fiction, encompassing philosophy, psychoanalysis, and contemporary politics. This wider intellectual context, which Kilcher terms the “great narratives of modernity,” helped shape Kafka’s view of the world, with his fiction acting as an echo chamber for the ideas of his time.
Kafka’s work has been translated into countless languages, and his translators face the daunting task of preserving the complexity of his prose. In his recent translation of The Metamorphosis— or The Transformation as he retitles it—Mark Harman seeks to capture Kafka’s precise use of language. Translation is no easy feat, especially when grappling with the deliberate ambiguities and multiple meanings embedded in Kafka’s German. As Harman explains, the challenge is to retain Kafka’s austere yet strangely approachable style while ensuring that the tension between the ordinary and the absurd remains intact.
What is it about Kafka that continues to captivate readers a hundred years after his death? Part of his enduring appeal lies in the universality of his themes. Kafka’s stories, with their focus on the absurdity of modern life, speak to the anxieties of living in an increasingly impersonal world. His characters are trapped in systems they cannot understand, much like many of us today. The sense of powerlessness and alienation that pervades his work feels as fresh and relevant now as it did in the early 20th century.
Kafka’s work also resonates because of its resistance to easy interpretation. His stories invite multiple readings, offering new insights with each return. Whether read as an allegory of bureaucratic tyranny, a reflection of existential dread, or simply a surreal dreamscape, Kafka’s fiction continues to intrigue, challenge, and inspire.
A hundred years after his death, Franz Kafka’s work remains as vital and unsettling as ever. His stories, with their dark humour and nightmarish logic, continue to reflect the complexities of modern life. As scholars and readers alike return to his work, Kafka’s legacy as one of the most important writers of the 20th century remains secure. His influence stretches far beyond literature, permeating popular culture in ways he could never have imagined. Kafka may not have lived to see his fame, but his presence is unmistakable, a haunting reminder of the enduring power of the written word.
The Spree River winds its way through the heart of Berlin in graceful arches, with the Landwehr Canal running to its south. Although stretching approximately 380 kilometres, the Spree is not among Germany’s longest rivers, yet it remains one of its most renowned. As Berlin’s river, it stands as a symbol of waterways in Germany and globally, which are increasingly facing environmental pressures.