Empowered Women

EMPOWERED WOMEN

CONTENT

WOMEN IN 26 PROMINENT POSITIONS AT MLEKARA

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I’LL CONTINUE FIGHTING FOR GENDER EQUALITY

ZORANA MIHAJLOVIĆ, SERBIAN MINISTER OF MINING AND ENERGY

MUST CHANGE 20 WE CULTURAL PATTERNS

BRANKICA JANKOVIĆ, FORMER COMMISSIONER FOR THE PROTECTION OF EQUALITY

ŠABAC

MLEKARA ŠABAC

JOURNEY TO 28 LONG GENDER EQUITY JELENA KNEŽEVIĆ, MANAGING DIRECTOR, LEITNERLEITNER SRBIJA

ACCESS TO 30 INNOVATION A PRIORITY

OPPORTUNITIES 10 EQUAL FOR WOMEN AND MEN VIOLETA JOVANOVIĆ, NALED EXECUTIVE DIRECTOR AND PRESIDENT OF THE ETHNO NETWORK

SEEK 13 CLIENTS FLEXIBILITY

SANJA PEŠIĆ, ALMA QUATTRO CEO

DOMINIKA SEFTON, GENERAL MANAGER, NOVARTIS SERBIA AND MONTENEGRO

A MISSION FOR A SCIENCE AND NEW 31 ONHEALTHIER FUTURE 22 TECHNOLOGY FOR THE ADVANCEMENT OF HEALTH INA BULAT, GENERAL MANAGER & MANAGING DIRECTOR OF MERCK SERBIA AND MONTENEGRO AND MERCK REGIONAL DIRECTOR FOR BOSNIA-HERZEGOVINA, ALBANIA AND NORTH MACEDONIA

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TIMING IS THE BIGGEST CHALLENGE

MILICA LUNDIN, PRESIDENT OF THE IWC BELGRADE

MILICA MILANOVIĆ, CORPORATE AFFAIRS MANAGER AT NESTLÉ ADRIATIC S

JELENA GALIĆ, AIK BANK CEO

TAMARA BEKČIĆ AND MILENA AVRAMOVIĆ BJELICA , DIRECTORS AND CO-FOUNDERS OF CHAPTER 4 PR AGENCY IN SERBIA

NO DEVELOPMENT 38 WITHOUT A CLEAR VISION

JELENA ANDRIĆ GRAFAKOS, MANAGING DIRECTOR, ACO SERBIA AND MONTENEGRO

DONE WOMEN 39 WELL LEADERS IVANA MILOŠEVIĆ, DIRECTOR AND OWNER, CITYSCOPE

IS THE BEST TIME TO 32 CURIOSITY DRIVER 40 RIGHT EXPAND DIANA GLIGORIJEVIĆ, CO-FOUNDER OF COMPANY TELEGROUP

BELIEVE IN HARD 33 IWORK

KRUNA GAVOVIĆ, CEO OF THE LEAN SIX SIGMA COMPANY CEE AND TMS CEE MARKETING AND ACADEMY MANAGER

EMBRACE 34 EQUAL RIGHTS OPPORTUNITIES

ON CLIENT 16 FOCUS SATISFACTION

OF THE PR 36 STRENGTH TEAM

VESNA KUKIĆ LONČARIĆ, JYSK COUNTRY MANAGER FOR SLOVENIA, CROATIA, BIH AND SERBIA

SUCCESSFUL WOMEN 41 LEAD SOCIETY FORWARD KNIĆ MUNICIPALITY

CLOSING THE GENDER 42 GAP REMAINS CHALLENGING GENDER EQUALITY

MAJA ANTOLOVIĆ, EXECUTIVE DIRECTOR, DP WORLD

DOESN’T DO 18 DELTA GENDER DIVISIONS DELTA HOLDING

EDITOR IN CHIEF Ana Novčić a.novcic@aim.rs a.novcic@cordmagazine.com ART DIRECTOR Branislav Ninković b.ninkovic@aim.rs

PROJECT MANAGERS Biljana Dević b.devic@aim.rs Vesna Vukajlović v.vukajlovic@aim.rs Mihailo Čučković m.cuckovic@aim.rs

PHOTOS Zoran Petrović

OFFICE MANAGER Svetlana Petrović s.petrovic@aim.rs

COPY EDITOR Mark Pullen mrpeditorial@mail.com

EDITORIAL MANAGER Neda Lukić n.lukic@aim.rs

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FINANCE Dragana Skrobonja finance@aim.rs GENERAL MANAGER Maja Vidaković m.vidakovic@aim.rs PUBLISHER Ivan Novčić i.novcic@aim.rs PRINTING Rotografika d.o.o.

Segedinski put 72, Subotica, Serbia BUSINESS PARTNER GERMANY Published by: alliance international media Prote Mateje 52, 11111 Belgrade 17, PAK 126909, Serbia Phone: +(381 11) 2450 508 Fascimile: +(381 11) 2450 122 E-mail: office@aim.rs;

office@cordmagazine.com www.aim.rs; www.cordmagazine.com No 20 ISSN: 2560-4465 All rights reserved alliance international media 2020 The views expressed in this publication are those of the presenter; they do not necessary reflect the view of publications published by

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EMPOWERED WOMEN

COMMENT

The Struggle For Gender Equality

A NEVER-ENDING STORY

During a year in which, according to feminist activists, most women’s rights were erased by COVID-19, the new Serbian government achieved a gender balance. Most women in Serbia are somewhere between gaining appreciation, on the one side, and breaking under numerous responsibilities – at work, at home, with children and at the helm of their household's defence against the pandemic – on the other.

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erbia has achieved significant results in gender equality over the previous few years, in terms of its legislative framework, including gender-responsible budgeting. Furthermore, Serbia was the first non-EU country to introduce the Gender Equality Index.

The Gender Equality Index for Serbia stood at 55.8 points in 2018, and the difference compared to the EU has since been reduced. However, according to the latest results – with 67.9 out of 100 points – the EU itself has a long way to go to achieve gender equality. Specifically, the Gender Equality Index score has increased by only 4.1 points since 2010 and 0.5 points since 2017, and at this pace of progress (1 point Gender equality must be sought in all areas of life and every 2 years) it will take years for women to by everybody, regardless of their gender, if society become equal.

If we read the stories of some of our most wants to harness the true potential of women successful women, we will see the deep roots Although significant changes have been made to legislaof inequality. Every success was achieved with great effort and only after our interlocutors endured tough tion and the protocols of institutions responsible for acting times and overcame numerous challenges, and rarely did so in such cases, furthering the culture of non-violence and with the support of their community, family and colleagues. fighting gender stereotypes have to be much more agile and Indeed, even percentage targets for the representation embraced by all members of society. Furthermore, the strict of women in parliament are good examples for tracking application of gender principles in all public policies still has whether equality is being achieved, while they also say a lot to be implemented. about societies that are not strong and enlightened enough New inequalities emerged during COVID-19 that have yet to naturally choose female candidates. We still recall some to be tackled. For example, our labour law is lacking many evidence that came from secretly recorded meetings of our rules. For instance, on the basis of government recommenfuture MPs, who claimed that women have to be on the voting dations, women with children aged under 12 were allowed lists of the parties just because “it was said so”, not because to stay at home, but many women nonetheless lost their they deserve it. We have also witnessed examples of male jobs just because their employers refused to adhere to this MPs showing strong disregard for female MPs. recommendation and resorted to the tenets of the labour While women are slowly but steadily accepted in the law, which include no such stipulation. Furthermore, women leading positions, one of the most persistent problems, and lost jobs more often than men during pandemic, while at the one that worsened during the COVID-19 crisis, is domestic same time bearing the biggest burden of the pandemic. For violence. More than 300 women have lost their lives due to better and worse, the struggle for gender equality continues partner and domestic violence in Serbia over the last 10 years. to require persistent effort.

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EMPOWERED WOMEN

INTERVIEW

ZORANA MIHAJLOVIĆ, SERBIAN MINISTER OF MINING AND ENERGY

I'll Continue Fighting For

GENDER EQUALITY The main task of the Ministry, together with all enterprises operating in the energy sector, is to ensure Serbia is a country with energy stability and that these two sectors contribute as much as possible to GDP growth and the development of Serbia. At the same time, I will continue to fight for women who have proven themselves with their skills, knowledge and innovation to have the opportunity to prove their leadership potential.

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’ve had to prove myself throughout my entire career, and I found it much harder going at work than my male colleagues.

And almost every woman will understand that, because we know how much effort, work and energy is behind every woman, and that it’s necessary for us to prove ourselves much more in order to succeed. However, for me, tripping up and attempting to humiliate me just because I’m a woman in a “man’s business” provided motivation for me to work even harder and to achieve results that are visible and that no one can dispute - says Zorana Mihajlović, Minister of Mining and Energy, for whom this second area is a “typically male” department.

Prejudices and gender stereotypes are deeply rooted, not only in our society but worldwide, says our interlocutor, because we are taught from an early age which games are for girls and

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which are for boys, which is further carried to so-called “men’s and women’s” jobs. “We often hear boys being told not to cry like a girl or girls being told not to fight for themselves like some tomboy, while men who do housework are under the thumb. Well, let’s be honest by saying that we also contribute ourselves to such concepts,” adds Mihajlović To what extent are women present in management positions in the industries under your jurisdiction, and how much are those functions reserved for men?

- Studies conducted at the global level show that women are insufficiently represented in the top management positions in the energy sector, which represents a loss for these companies and a lack of talent, ideas and innovation.

EMPOWERED WOMEN

CHANGES

WOMEN

GENDER EQUALITY

Upon arriving at the Ministry of Mining and Energy, I found 18% of women in those positions, and I'm certain that we'll change that percentage

When it comes to women in top management positions, EMS is certainly among the world's leading energy companies, with women holding 56% of leading positions

While a shift of 1.2 points was recorded at the EU level, Serbia made almost three times as much progress in less than three years

When it comes to ministries and institutions operating in this area, I can state with pride that, while I was in charge of the Ministry of Construction, Transport and Infrastructure, of 61% of employed women, 43% were at the first level of decision-making.

Upon arriving at the Ministry of Mining and Energy, I found 18% of women in those positions, and I’m certain that we’ll change that percentage, because women have proven - with their skills, knowledge and innovation - that they have strong leadership potential. And I will continue to fight for that.

When it comes to public companies, at EPS, for example, women account for 20% of employees and occupy only 13% of top management positions (supervisory board, director and executive directors). At the Electricity Network of Serbia (EMS), women make up 22% of employees and occupy 36% of positions in middle management. And when it comes to women in top management positions, EMS is certainly among the world’s leading energy companies, with women holding 56% of leading positions.

What are your priorities for the period ahead when it comes to the work of the ministry?

- The main task of the Ministry, together with all enterprises operating in the energy sector, is to ensure Serbia is a country with energy stability, that we have enough energy and energy sources, of sufficient quality. Energy, along with mining, is important for stability, but that’s not all. These two sectors can contribute much more to the GDP growth and development of Serbia. There are many projects that have been launched in previous years and that need to be completed or accelerated, as well as new ones that are in some preparatory phase. There is a lot of potential in the energy and mining sector that almost isn’t utilised at all, and that’s something we will deal with in this department.

Serbia has all the required conditions to also be an important corridor and hub for energy and energy sources in this part of Europe, just as it already is in transport, thanks to investments in infrastructure during the previous period. This means making the Turkish Stream pipeline operational, as well as building a gas interconnection towards Bulgaria, which is important for diversifying gas supply sources, expanding the underground gas storage facility in Banatski Dvor, then building the Trans-Balkan Corridor, investing in oil and product pipelines, and strengthening the distribution network for electricity and gas. Energy infrastructure is just as important as transport infrastructure for economic growth

and investment. Just as there are no investments where there are no roads, so there are no investments without a secure energy supply, or when that supply is lacking in quality. In addition to the fact that these are all important preconditions for investments generally, great potential also exists to attract new investments in energy and mining.

In order to ease the enticing of new investments, we plan - together with the World Bank - to introduce electronic procedures in energy and mining, following the model of e-permits in the construction sector. The goal of e-Energy and e-Mining reforms is to make all procedures in these areas electronic, and for us to increase transparency and predictability for investors, reduce costs and shorten procedures, whether they relate to energy permits and connections to electricity, gas and heating, or procedures relating to geological exploration and mining. This will require amendments to certain laws and other regulations, and in practise this would mean all procedures being carried out electronically, without the need to visit counters, and all important information relevant for one investor being published in a completely transparent manner, from the publishing of price lists, precisely defining procedures and the possibility of monitoring cases, to statistics on the efficiency of energy companies.

I can state with pride that, while I was in charge of the Ministry of Construction, Transport and Infrastructure, of 61% of employed women, 43% were at the first level of decision-making

You’ve said that the Washington Agreement also implies the diversification of the “sometimes closed” domestic energy market. What does that mean in practical terms?

Diversifying natural gas supply is an issue of Serbia’s energy security, because Serbia has small quantities of its own natural gas and relies on imports of this energy source. That’s why it’s important to have the possibility of acquiring gas from several different directions, but also from different sources. It is important for Serbia to have as many partners as possible, just like we have in the transport infrastructure, where projects are implemented

by European, American, Chinese, Russian, Turkish, Azerbaijani and other world companies.

In that sense, the Washington Agreement represents a chance for Serbia to gain new partners in this sector, alongside those that we currently have. Everything that is being done, every step taken in this sector, will be in the interest of Serbia and its citizens.

Diversification is one topic, while another topic is Gazivoda Lake.

The economic agreement from Washington provides the possibility for Gazivoda Lake to be used for the benefit of all, because it 7

EMPOWERED WOMEN

violence, as long as child marriages are not eradicated, as long as women are paid less than men for the same work, and up to 16% less, or as long as women spend twice as much time on household chores and caring for children and the elderly, we won’t have finished the job.

is an important natural resource. I don’t see why we shouldn’t consider projects that would include the participation of Serbs from Kosovo, as well as foreign partners. I think that divisions like those during the Cold War era have long since been overcome.

Women account for half of the government today. Is that merely numerical equality or essential equality?

First of all, let me remind you that in 2014, at the suggestion of then Prime Minister and today President Aleksandar Vučić to form the Coordination Body for Gender Equality, Serbia already stood out as the only country in Europe that had a deputy prime minister in charge of coordinating the work of all institutions in this field. This highlights our strong political readiness to improve the position of women in Serbia, as well as our unquestionable commitment to create equal conditions for all citizens. And just as the formation of the Coordination Body was an important advancement, I’m also convinced that, with the larger number of women in government, we will send a clear message that Serbia is developing into a society of equal opportunities for all, and I’m personally happy about that. It is important that women’s voices are heard in places where decisions are made, and I’m certain that the new female ministers in the Government will prove that they can lead Serbia forward with their knowledge and dedicated work.

What can and should the government do to improve the position of women, who have carried a greater burden of redundancies, work risks and increased workloads at home during the pandemic?

With the express intention of responding in the best way to the challenges of the Coronavirus pandemic and the crisis it has caused, which impacts on women and men in various ways, the Coordination Body for Gender Equality has sent a list of recommendations to the Serbian Chamber of Commerce, NALED, the American Chamber of Commerce, the Council of Foreign Investors, the Serbian Association of Managers and the Ministry of Economy, encouraging employers to respect the economic principles of women’s empowerment prescribed by the United Nations during this time of crisis.

It is known that women are at the front lines in the fight against the Coronavirus pandemic, because they represent the majority of those employed in the health and social sector, retail chains, care jobs and taking care of their own household and family members. All of this puts them in an unfavourable and more sensitive position. That’s why - with the support of the EU Delegation to Serbia, the British Embassy and UN Women - we sent recommendations to employers to include activities in their business operations that will reduce the gender gap that exists in every society, which includes, among others, flexible working hours, job preservation, supporting female victims of violence or directing donations towards organisations that provide assistance to vulnerable categories of women.

There has been a positive response to this initiative, for example one of the organisations that supported the initiative is the Serbian Association of Managers, which brings together more than 400 managers with over 70,000 employees. I’m sure that it is only through joint efforts and cooperation that we can contribute to reducing the negative socio-economic impact of the crisis on all citizens of Serbia and ensuring the fastest possible recovery of our economy, which both women and men should contribute to equally.

Serbia has all the required conditions to also be an important corridor and hub for energy and energy sources in this part of Europe, just as it already is in transport, thanks to investments in infrastructure during the previous period

You are the president of the Coordination Body for Gender Equality in Serbia. How equal are women really in Serbia today?

I’m proud of everything we’ve done over the past few years to improve the position of women in our society. Along with the laws and strategies that we’ve adopted and improved, which also represent a prerequisite for our further development and path towards the European Union, we are one of the few countries in the world that has introduced gender responsive budgeting, in such a way that the introduction of gender principles in budget planning has become a legal obligation. The fact that we are making continuous progress in this area is also shown by the Gender Equality Index, which we were the first country outside the EU to calculate and on which we achieved a result that was 3.4 points better between two reports.

However, there is still much more work ahead of us, because as long as a single woman is the victim of domestic and partner 8

EMPOWERED WOMEN

To what extent does the Gender Equality Index reflect the real situation in Serbia? And how can we use it as the basis to see the broader context of the position of women in our country and the surrounding area?

Serbia was the first, and until recently only, non-EU country to calculate the Gender Equality Index, as an important statistical instrument that shows us achievements in various areas. In the meantime, with a view to our example, Montenegro, North Macedonia and Albania have followed suit, and I’m glad that we are an example of good practice in that.

I can state proudly that Serbia has improved its score by 3.4 points in less than three years, and in order for readers to understand how great a success this is, I will say - without intending to sound arrogant - that Serbia has made a greater shift between two reporting periods than the European average. While a shift of 1.2 points was recorded at the EU level, Serbia made almost three times as much progress in less than three years. And what is also important is that we haven’t recorded any negative changes in any field.

Our greatest success in achieving gender equality has been reached in the domain of power, primarily thanks to the increased participation of women in the national assembly and

government, as well as the greater participation of women in local assemblies.

The domains of time and money are where we need to do more. Women still earn less than men, up to 16 per cent less, which is also the European average, and spend much more time in “unpaid” shifts, doing housework, taking care of their household and children, which leaves them in a situation in which they don’t have time to dedicate to themselves, to their health, career advancement, recreation... A study we conducted recently

Our greatest success in achieving gender equality has been reached in the domain of power, primarily thanks to the increased participation of women in the national assembly and government, as well as the greater participation of women in local assemblies shows that women spend twice as much time in these unpaid jobs on average. So, when they come home from work they are awaited by another, unpaid shift. And if that was measured in monetary terms, they would earn 546 euros a month, while the value of these jobs is equivalent to 21% of the country’s GDP. I don’t want that to be taken for granted and I’m fighting for these unpaid jobs to be recognised and valued.

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EMPOWERED WOMEN

INTERVIEW

VIOLETA JOVANOVIĆ, NALED EXECUTIVE DIRECTOR AND PRESIDENT OF THE ETHNO NETWORK

Equal Opportunities For

WOMEN AND MEN Although women are the more educated gender in the Serbian population, they face higher unemployment, lower wages and discrimination. In order for these statistics to change to the benefit of creating a gender balance, it is necessary to combine the efforts of all stakeholders: the state, companies/policies, the media and women themselves, who should fight for their rights.

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he consequences of traditional upbringing and patriarchal society are mostly endured by women in the provinces and the countryside, but they are also felt by educated and employed women who are expected to predominantly take care of the family and children, which limits them in making progress and achieving equality, - says NALED Executive Director and Ethno Network President Violeta Jovanović. According to her, the conditions of the pandemic strengthened gender stereotypes, because the closure of schools and nurseries meant that parents – and in our country mostly mothers – were compelled to dedicate themselves to the family at the expense of their work and to do another shift at home for which they aren’t paid or often even valued, notes our interlocutor.

Even before the pandemic, obstacles to the greater participation of women in positions of influence in the public and

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private sectors were already coming from socially imposed burdens outside of work and achieving a balance between business and family responsibilities. There is also a lack of greater child care support from public institutions, as well as personal ambitions as a result of a patriarchal upbringing, because it is considered that a career endangers family obligations that women are traditionally predetermined to do, insists Jovanović.

“Also testifying to the problem of the gender gap in the household is the first economic study on unpaid work, which showed that women are twice as heavily burdened as men when it comes to household chores and caring for children and the elderly. The pandemic that the whole world is facing has further burdened women with additional jobs, despite them often being on the front lines of the fight against the virus – in hospitals, pharmacies and supermarkets,” says

EMPOWERED WOMEN

ENCOURAGEMENT

RESPONSIBILITY

DIALOGUE

It is encouraging that there is an ever growing number of women taking over leadership positions in the government, national assembly and local governments

The pandemic has burdened women with additional jobs, despite them often being on the front lines of the fight against the virus – in hospitals, pharmacies and supermarkets

We need to lead a dialogue within institutions and foster exchanges of opinions to more quickly reach harmonised solutions for the pandemic and the crisis, together with gender equality

NALED’s executive director. “That’s why what we do at NALED and the Ethno Network is to strive to build a society of equal opportunities in which both women and men have every opportunity to develop and affirm themselves, and to achieve what they want in life.”

How much do women support other women, and how much are they soldiers of their parties or their companies that are run by men?

It is absolutely vital for women to network with each other in order to create an ecosystem of support and to highlight the benefits of women’s economic independence and their future contribution to society. Joining sector-specific and professional associations, such as the Ethno Network or the Association of Business Women in Serbia, provides an opportunity to connect

Many believe that this will be a permanent change that will nullify all the previous victories of the feminist movement.

What do you think about that?

I believe that no change is permanent, whether positive or negative, and I’m sure that this backwards step can be overcome by working to develop society’s awareness of the need for gender equality and increasing the willingness of women to stand up for themselves within their families, working collectives and society. It was a few months ago that I noticed a great campaign of UN Women and the Coordination Body for Gender Equality that encourages an equal division of care for children and co-parenting. The campaign is called “#HalfHalf - Care is not (only) a woman’s job” and it calls for the recognition and equal distribution of unpaid work caring for children and families. One important aspect of this campaign is encouraging and motivating men to get more involved in caring for children from the earliest age, The ‘1000 Women’ initiative, which is implemented by and for them to realise that they are not helpers of the members of the household but rather equal the Ethno Network, in cooperation with the Coordination participants. In that sense, under the scope of the Body for Gender Equality and NALED, is an excellent campaign, baby changing facilities were set up in men’s toilets in five public buildings in the country, example of mutual support in order to build an awareness of the need for equal and share experiences, as well as recognising excellence, while and active parenting. the promotion of sporting and career programmes intended for girls helps them develop their personality and awareness Fifty per cent of the members of the Serbian Government of the right to personal choice. The role of the family and the are women. Did that seem like an impossible goal to you equal treatment of male and female children is therefore key just a year ago? to the further development of the individual and society as a It is encouraging that there is an ever growing number of whole. It is also interesting to note the statistic that successful women taking over leadership positions in the government, female entrepreneurs in Serbia are often the only children in national assembly and local governments, and I hope that, as their families, and they say that their confidence in their own decision-makers, women will contribute to more equitable work and sense of self-worth are based on the attention and public policies that aren’t not only good for women, but for encouragement they received during their upbringing. society as a whole. In order for that to happen, it is also In contrast to that, although women are the more educated necessary for women to believe in themselves and their gender in the Serbian population, only 43.7% of women are abilities, to work hard and to make independent decisions currently employed in Serbia, compared to 56% of men. As for which they take responsibility on the basis of their many as 71% of men work in management positions, and function and the law.

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possible damage inflicted on us as an economy and a society?

It is essential for us to continue talking and listening to each other, at least online until conditions change.

We also need to lead a dialogue within institutions and foster exchanges of opinions in order for us to more quickly reach harmonised solutions for the pandemic and the crisis, together with gender equality.

That dialogue should continue the successes of simplifying the procedure for maternity leave, the automatic registering of property acquired in a marriage as being under shared ownWhich of your experience from manership and result in amendments to aging NALED would you share with Our focus is on amendments regulations and a gender-sensitive your young female colleagues who policy of public employment and labour are just advancing to managerial to regulations that will enable equallyvaluesmenandwomenand positions? employers to hire workers legally that provides opportunities for the equal We endeavour to lead by example, and with minimal administration participation of women in managerial to highlight good role models and be positions. The social platform for emsupportive of female colleagues at the powering women should be included in strategic documents beginning of their careers, to help them network and build selfand have cross-sector implementation so that it becomes an confidence as a foundation for achieving equality. We also run integral part of all governmental programmes and measures work mentoring and professional advancement programmes to achieve more comprehensive effects. It is necessary for in order to empower women at the beginning of their careers children to learn about equality from an early age, through the and help them to understand that they are creative members education system and public campaigns that teach children to of society who represent neglected economic potential with respect each other. Public policies should also be upgraded with abilities and knowhow that can contribute significantly to support programmes that appreciate the needs of women and our faster development. An important element of equality the wider community and provide carefully designed measures in society, and thus also in NALED, is represented by men, that can have an economic effect and help to affirm women. who account for 30% of our employees and who, shoulderAnother important support measure for working parents is to-shoulder with their female colleagues, achieve the results increasing the number of public institutions and reducing the of the largest public-private association in Serbia. costs of private childcare institutions with flexible working Another excellent example of mutual support is the hours, as well as a more tolerant attitude in society towards ‘1000 Women’ initiative, which is implemented by the Ethno women who are successful and accomplished in their work.

Network, in cooperation with the Coordination Body for Gender Equality and NALED, and which brings together What are the priorities of NALED in this domain? women in their later years and those just starting out in their NALED is paying special attention to support for hiring careers to work together in building the conditions required employees and maintaining employment in this period. Our for their social and economic affirmation. This initiative has focus is also on amendments to regulations governing this helped to train for work and empower hundreds of women area that will enable employers to hire workers legally and after they’ve experienced years of unemployment and been with minimal administration, i.e. those who lose their jobs pushed to the margins of the labour market, enabling them will be able to secure engagements and thus earn an income. to develop handicraft skills and thus forge for themselves a There is a special focus on home help jobs that are currently creative job that they can use to earn an income. Even more carried out by more than 50,000 women, for whom amending importantly, with this activity we’ve restored the significance regulations would enable them to gain an opportunity to be and status of handicrafts as carriers of our cultural identity insured and to exercise their right to a pension. With such an and women as guardians of our cultural heritage. approach, the state will certainly benefit from the preserving of income tax revenues and the reducing of social tensions In your opinion, what is a necessary precondition for us caused by rising unemployment. to be able emerge from this period with the minimum apart from the large discrepancy in employment figures, a difference still remains in earnings to the advantage of men, as key decision makers. In order for these statistics to change to the benefit of creating a gender balance, it is necessary to combine the efforts of all stakeholders: the state, companies/policies, the media and women themselves, who need to take responsibility for their own careers and not to hesitate in presenting the results of their work to the public, which they often leave to men.

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SANJA PEŠIĆ, ALMA QUATTRO CEO

Clients Seek

FLEXIBILITY Alma Quattro has amassed 26 years of successful operations on the market of outdoor advertising and street furniture. Part of a large international family that provides the company with training and technological and professional support, this fact is also very important – alongside dedication to the job – to ensuring Alma Quattro's success.

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n order for us to be able to plan for the future, it is important to know where we are now. Based on the results of 2020 to date, I would say that – as a company and as a team – we are in an extremely good place, and long may it stay that way, reveals Alma Quattro CEO Sanja Pešić with obvious pride.

How much have technologies, your portfolio, as well as customer demands and expectations, changed since the company’s first days?

We have a long period behind us. Even 2020, with all of its challenges and obstacles, was successful. It was those 26 years of experience that saved us during this challenging year, which wasn’t even our most difficult year since the start of operations. After the initial closing and a break in doing business, we returned in a big way. If we consider that women function best when things are at their most difficult, under extraordinary circumstances, both in their private lives and at work, then it’s no surprise that my team, which is dominated by women, performed wonderfully. That is actually where our power lies... in the fact that we manage well in difficult situations.

Clients expect flexibility in business and adaptation to their needs, and our resources enable us to achieve that. With a network of media in all major cities in Serbia and diverse offers, we are able to offer each client what they require to meet their needs for a high quality campaign.

Can modern technological achievements and trends bring success themselves, even without the professional and dedicated people with whom you work?

Legend has it that the heroes are recognised during times of trouble, and I believe that all our employees are heroes of this story. The people who’ve brought us success throughout all these years are actually those who complete the work. That was also the slogan of our campaign last year commemorating 25 years of our work and this motto continues today – people who finish the job. They are always ready to improve, to follow

technological achievements, and they’re ready to apply them.

As a director, I have great confidence in the expertise, creativity and entrepreneurial spirit of our team. These are people who are accustomed to reacting quickly, who are familiar with the business and the market, attached to the company and feel that they belong in a system that has high quality because they are conscious of their contribution to that quality. I don’t believe in micro-managing. I consider that every member of the team has the freedom to make decisions within the scope of their competences, and also has the responsibility to make those decisions.

You have been with the company since the very beginning, along with the majority of employees. Is that the secret to your company’s success?

Having a dedicated team of people who view the company as their home has proven to be the best ingredient of the formula for success. During all these years, and the crises we’ve gone

We learn more about work, people and opportunities in crisis situations than in times when everything runs like clockwork through together, of which there were many, we learned to be pillars of support for one another. Having grown accustomed to working in difficult conditions, we’ve mastered the skills that have also sustained us throughout the years. We have learnt patience, because we are aware that every crisis must ultimately end and that we must learn more about work, people and opportunities in crisis circumstances than in times when everything runs like clockwork.

The circumstances under which we currently operate serve to warn us that the most important thing is to preserve people, their physical and mental health; that the world as we know it is a fragile place and that things we often cannot see with the naked eye, such as viruses, can cause great disturbances in our lives.

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INTERVIEW

JELENA GALIĆ, AIK BANK CEO

Focus On

CLIENT SATISFACTION During the six years that Jelena Galić has been the CEO and head of the executive board, AIK Bank has grown both organically and through acquisitions on the domestic market and around the region. It has developed to become one of Serbia's systemically important banks, contributing greatly to the stability of the entire financial system

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ositive opportunities and outcomes are created through consistency, transparency and perseverance, coupled with joint commitment, care for people and the environment, and expanding boundaries of thinking and acting.

These are the values that I and my team believe in ~ notes Ms Galić, who recently received two flattering awards.

The end of the year, a period when financial results and market position are summarised, is fast approaching. Are you satisfied with 2020 and the period you’ve spent as AIK Bank CEO? - During these six years that I’ve headed the executive board, our bank has become a systemically important bank on the domestic market, increasing its assets to over two billion euros. It was during this period that AIK Bank became the first domestic bank to enter the market of the European Union through the acquisition of Slovenia’s Gorenjska Bank, thus becoming a stable banking group with assets exceeding four billion euros. The group’s financial and business indicators are

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significantly above the average of the domestic and regional banking market, with realised ROE of 31%, ROA of 6%, a 19% share of capital in the balance sheet total and a strong deposit base exceeding three billion euros, which represents a strong foundation for further strengthening our market position.

With the developing and expanding of cooperation through a regional approach, benefits can be achieved not only within the banking sector, but also in the real sector of the economy, thereby ensuring the accelerated economic growth and development of the entire region.

We are turned towards the future and continuously introducing new, innovative services and offers, because the satisfaction of our clients represents the basic focus of our business. AIK Bank’s chief aspiration in the period ahead will be to create products and services that are in accordance with the needs and preferences of clients.

You have faced many challenging situations during your career, but we’re certain that none of them have been like the continuing pandemic. How is your bank dealing with all aspects of COVID-19?

- With the aim of protecting the health of employees and ensuring the normal functioning of companies during the state of emergency, we focused on the continuity of our customer service. The basic goal was to protect all employees and clients, while simultaneously ensuring the smooth provision of services. We strengthened hygienic protection measures and disinfection, enabled “remote work” (i.e. work from home), maximally strengthened and additionally secured all digital services aimed at protecting clients from potential operational

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risks. In all banking activities, measures tailored to clients have been taken both with households and with corporate clients, especially in those sectors that have been hardest hit by this crisis, in coordination with public authorities.

The measures taken have been implemented successfully, resulting in a stable health situation within the organisation and the smooth running of regular activities without operational incident. During these times of crisis, it was once again confirmed that the most important things are solidarity, mutual support and a unifying team spirit.

AIK Bank is recognised as one of the leaders in providing innovative and modern services. What innovations have you introduced during the previous period?

- We were among the first banks on the local market to implement an e-commerce service that allows users to take advantage of advanced e-business systems. We continuously upgrade existing applications and processes in order to provide clients with a better and faster user experience. In accordance with our adopted digital transformation strategy, we are continuing to implement projects that have a direct positive impact on the availability of a large number of products to clients 24/7, both through our network of branches and in the online environment via digital communication channels. Our desire is to automate and sell products, and to make them available through online channels, alongside numerous background services and processes related to daily banking operations.

Our clients in electronic and mobile banking applications can today access required funds with just a few clicks, sign a contract through dual-factor authentication and receive funds on their account.

The whole process takes less than 10 minutes. We offer online lending with the digital signing of contracts without the need to go to a branch, “online savings”, while we also have an “online on boarding” service.

We’ve also implemented a project for instant payments with a QR code at points of sale, which speeds up transactions and transfers of funds, at lower costs than when using payment cards. Within our branches we’ve provided 24/7 accessibility for self-service zones of multifunctional devices that support payments or withdrawals in local and foreign currencies, payments of bills, payments in instalments, transfer orders, access to electronic banking etc. There is also our network of “smart safes”, which allows anyone wanting to deposit funds to have those funds available in real time on their account.

children etc. We’ve provided significant support to the green economy, to young people for the development of startups and in education, including the Mathematical Grammar School in Belgrade, which stands out due to the exceptional achievements of its students, the development of women’s entrepreneurship and the active participation of women in socially important projects.

Could AIK Bank have achieved all of these great results without industrious, dedicated and motivated employees and great leaders like you?

- In my professional endeavours I’ve always strived to push the boundaries, to encourage partners and colleagues to face chal-

In accordance with our adopted digital transformation strategy, we continue implementing projects that increase the availability of products

Your company represents an organisation with pronounced corporate social responsibility. What did your CSR focus on this year?

- During last year and this, we allocated significant funds for healthcare institutions, medical equipment, the treatment of

lenges by working together with consistency, transparency and perseverance. A good leader is characterised by the strength of vision to move ahead of their own time, the flexibility to be open to different approaches and the wisdom to make intelligent choices. And, finally, a no less important quality of a good leader is a commitment to people and the environment, and for me that care for people and the environment is precisely one of the key elements of success.

Our team is characterised by its uniqueness, commitment to innovation, openness and the shifting of boundaries in terms of both thinking and acting. We endeavour to learn and acquire new knowledge and skills every day, to invest in the development of our own capacities. On the development path it is essential to have innovation, openness and transparency. That is the foundation of certainty and sustainability, which is crucial in all undertakings, from the operational to the strategic level, which ensures the trust of partners, clients and employees.

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Delta Doesn't Do

GENDER DIVISIONS Some of the key top management positions at one of Serbia's largest and most successful companies are occupied by women - educated, hard working, dedicated and very professional women. At Delta Holding gender doesn't influence who will do what job, provided the skills necessary to succeed in a particular job are shown KATARINA GAJIĆ, Director for Design and Construction, Delta Real Estate, Serbia

SAVA CENTRE: RECONSTRUCTING BEAUTY

The real estate business is often perceived as an engineeing and managerial job. Fortunately, everything isn’t like that, because it gives me the kind of opportunity that I think every woman would like: to make and leave behind something beautiful. That is certainly the case with Belgrade’s Sava Centre. We plan to engage world-renowned architects from the field of congress tourism who will help us modernise the space and the concept of the facility itself. We believe that we will launch works as early as June next year.

The Sava Centre is a true landmark of the city of Belgrade, and for us it is also strategically important.

It is designed to represent a functional whole, along with our Crowne Plaza hotel.

For us the Sava Centre is an important detail in the congress tourism business, but also a place that we are all attached to sentimentally. As a company that happily applies innovations, we are ready to add something completely new to the old beauty that’s carried by the Sava Centre. Belgrade will receive the most modern and largest congress centre in the region, which will place our capital city on the map of the most important congress destinations in Europe. Following reconstruction, the Sava Centre will glisten with a new gloss and reopen its doors to major international cultural events, economic gatherings, fairs and festivals. We will add contents that Belgrade doesn’t currently have to the complete offer, but let’s allow some of that remain a surprise, for the moment when we enter the refreshed, spruced-up, functional Sava Centre.

TANJA VASOJEVIĆ, Communications Director, Delta Holding

EMPATHY – SKILL FOR THE 21ST CENTURY

The job of us communicators, today perhaps more than ever, is to convey emotion and show empathy. That has always been the most powerful message! The specificity of today’s juncture is life in digital times, in which our communications don’t know either spatial or temporal boundaries, and with all of that we are also being joined by new generations who are talking/watching each other almost exclusively on screens.

All of that is communication, with only the channels changing! That chameleon’s characteristic is its strength, and that’s why it’s essential to show that online communication really can and should be emotional.

When we add to this the fact that the Coronavirus pandemic has physically (and by no means socially) distanced us from one another, that it has introduced various forms of unrest or anxiety to us, then the work of those of us in the communications sector is even more important. It is important as people, but also as brands and as companies, to communicate with emotion, with empathy, positively and motivationally. And in order for us to be successful in that we also have to master the most important communication skill – listening.

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TIJANA KOPRIVICA, Chief Business Sustainability Officer, Delta Holding

KNOWLEDGE STRENGTHENS OURSELVES AND OTHERS I like the pace of work at the company, the changes, and that I’m at the source of important information and knowledge. On the other hand, I also have the opportunity to be in business, but in the non-profit sector, which makes the job even more challenging, because it isn’t easy to prove the impact of a non-financial business on the basis of results.

My job allows me to not sit in one place. I enjoy touring farms, orchards, hotels and distribution centres, and talking with colleagues. These are all opportunities to learn and socialise. Apart from that, it is also nice that I have the opportunity to work with people from other companies, on our socially responsible projects and within the framework of organisations like the Forum for Responsible Business, GCUN, SAM, CANSEE...

All of the Sustainable Development Goals have been woven into our operations for as long as the company has existed. We contribute to reducing inequality between people not only by employing people with disabilities, women in key positions and the like, but also by equally valuing the work of all colleagues, regardless of their differences. With the project “Strengthening the Family”, we give an equal chance to achieve economic and psychological empowerment for families at risk of separation.

We gladly adopt and share knowledge, thus making it available to employees, young people, subcontractors, suppliers and farmers. Our projects are “Young Leaders”, “Delta Business Incubator”, “Our Village”, “Plantation for the Future” and “Fund for the Future” and the transfer of our knowhow represents the foundation of each of these projects. I’m proud of the way we do business and all our projects, because they are well conceived, strategically set and contribute to the continuous improvement of quality of life among those for whom they are intended.

Among them are always children, women, families, people living with disabilities etc.

MONIKA PEJČIĆ, HR Director, Delta Holding

RIGHT PERSON IN THE RIGHT PLACE

A person’s ability to respond to the demands of a given job is a key characteristic that determines whether a woman or a man will be employed in a position within the scope of Delta Holding. So, gender has absolutely no influence on who will do what, provided they show the skills necessary for success in a certain job. Delta’s corporate culture is such that it encourages the progress of employees who have great potential, and very quickly dismisses those who fail to fit in. Opportunities are given equally to women and men, and jobs are divided into those that require sophistication and analytics and those that require endurance – both physical and mental.

The terms leader and manager don’t recognise divisions based on gender. In that sense, it is only important that the right person is in the right place. In accordance with that, it isn’t important for Delta whether someone wears gloves and a hat, rather it is important that they wear them with a smile, to mutual satisfaction.

ALEKSANDRA ĐUĐEVIĆ, CEO, Delta Auto

WE’RE CHANGING OURSELVES AND THE COMPANY I spent a year at the Faculty of Philosophy providing exercises for students, convinced that I would deal with scientific research and remain working at the faculty. However, working on dynamic and demanding projects in the NGO sector revealed to me that I was born to do business.

I’m primarily at Delta because I received the opportunity and support to show my potential, and to remain that which I am. That’s because the company is itself open to change and is flexible, it allows its people to change it, and changes with them. That is extremely rare, valuable and beautiful, and is what distinguishes excellent companies from others.

When I talk with friends, they are more envious that I have the opportunity to test the latest and most attractive BMW models than the job itself, so we often joke about that. I admit that this is a really exclusive and adventurous side of my job that I enjoy endlessly. I have the opportunity to drive everything from electric vehicles to the most powerful M models, from the lively MINI Cooper to the powerful BMW X7. It is a special pleasure for me to occasionally test technologies that still await us in the future. The opportunity to cooperate with experts from BMW, MINI and Honda is very valuable for me, as is being with the world’s leading brands in the field of business.

On the other hand, as a woman I don’t feel like there is any envy at work. I surround myself with strong men and women with whom I cooperate well, but also from whom I can learn a lot. When we listen to one another, understand and support each other, any kind of envy is excluded. I don’t see myself as a woman in a male world, nor do I behave that way. That’s probably because that division of “worlds” never had any significance to me. At Delta, where I grew up in a business sense, it is irrelevant to the job whether you are a man or a woman.

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INTERVIEW

BRANKICA JANKOVIĆ, FORMER COMMISSIONER FOR THE PROTECTION OF EQUALITY

We Must Change CULTURAL PATTERNS We've managed to present the topic of gender equality in public as being very important, which resulted in changing the attitude towards this issue. There are now no serious actors on either the left or the right of the political spectrum who haven't included this issue on their agenda. Of course, much remains to be done in practise to make women and men more equal.

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he position of the Commissioner for the Protection of Equality has been vacant since May of this year. The damage this causes has been pointed out by numerous experts and non-governmental organisations dealing with the topic of discrimination. While we await the government’s appointment of a new Commissioner, we spoke with Brankica Janković, who headed this institution for the last four years.

She says that the amount of damage done by not naming a new Commissioner depends on the perspective. “I wouldn’t be so bold as to give such an assessment, because only the citizens can assess how much this has created problems for them,” says Janković. “In a situation in which we face a risk of enormous proportions and great unknowns, it is difficult to assess anything realistically. I can only say with certainty that this institutions always provided citizens with timely and effective protection against unequal treatment in any form and area, and it operated especially effectively during the pandemic, when no one in the institution was spared and we did everything in our power to help those who need it, and to do so in the shortest possible time, because the legal deadline of 90 days and procedures are not

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useful in a sate of emergency, when people’s health is endangered or daily functioning is hampered. In addition to my regular job, I also volunteered continuously for the Serbian Red Cross.”

Do you consider that the issue of amending the law to prevent this problem from recurring to be among the priorities of the government?

- Perhaps not at this moment, when public health and the preservation of citizens’ lives should be the top priority, of course along with the preserving of our healthcare system, but I believe that such a will still exists and that this issue will be resolved in the period ahead.

Since the establishment of this institution and during your mandate, to what extent has it managed to change the situation when it comes to discrimination against women?

- My assessment is to a large extent based on arguments that I can confirm - a large number of successfully resolved complaints of citizens, and success implies that the Commissioner’s recommendations for the elimination of violations of rights have

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been respected and implemented, and that discrimination has been eliminated in many individual cases. There were cases when a female citizen only had to indicate that she would file a complaint to the institution for that potential discriminator to stop.

We also managed to present the topic of gender equality in public as being very important, which resulted in changing the attitude towards gender equality, although the situation is of course far from ideal.

additional hygienic prevention measures. If we add to this online education for children – women who’ve had such obligations have been seriously burdened, if they hadn’t previously fought for equality in the private sphere, which is mostly undervalued in the equality agenda. The other side of the coin actually showed how much and what kind of capacities women have, and served to remind political actors about how valuable women are as a resource of society. Take a look at our political scene today – it truly reflects the situation regarding equality for women.

It was on 5th March this year that the European Commission presented its Strategy for Gender Equality for the 2020-2025 period.

Have we missed the opportunity to deal What are the most important recommenwith domestic violence sufficiently during dations that we should adopt ourselves? this period?

- Serbia is on a good, European track when We missed a lot of opportunities in our counit comes to this issue, and our strategic We must preserve the right try and around the world, here I’m primarily documents also contain almost identical to decide for ourselves about referring to knowledge about the virus and goals/recommendations as the European our body and our health, increasing capacities for different types of document, which is quite expected given emergencies – we could certainly have done that we are firmly on the path of European and we must be ready for even more to combat the spread of infection integration. It is also a fact that no EU mema great struggle – there are and test our systems for some new disasters ber state has achieved equality between no arguments supporting a that probably won’t bypass us in the future. women and men to date. Progress is slow, This also relates to violence against women, as stated in the mentioned document, while different opinion, because again, we must ask how realistic it was gender differences still exist, mostly in the that is a huge achievement of but, to pay special attention to that issue under areas of employment, salaries, care and pensions. In order to bridge these gaps and civilisation in terms of women’s such extraordinary circumstances. Instead we need to pay enough attention and allocate enable Europe to utilise its full potential in human rights enough resources in the regular state of afbusiness, politics and society, the Strategy fairs to see where we’re still lacking in the protection system, which also defines targets that relate to ending gender-based viohas improved significantly over the past few years, but it is worth lence (33% of women were victims of physical and/or sexual working, mostly on prevention and changing cultural patterns. It violence, while 55% were sexually harassed), breaking gender is good that we have leaders in public life, albeit only a few, who stereotypes, eliminating gender differences on the labour are ready to send clear messages about the unacceptability of market, achieving the equal participation of genders in differviolence and the obligation of the state to provide protection. ent sectors of society, combatting differences in wages (the EU average is 16%) and pensions based on gender, eliminating Movements aimed at banning abortions are strengthening in gender differences in the area of care and achieving a gender many countries. Do you believe that something like this can balance in making decisions and policies. also happen in Serbia?

- Anything can happen anywhere. An intelligent person will Many believe that everything that had been achieved in the never say that something is impossible in our country – if people struggle of the feminist movement was undone with the arhave done something somewhere. That should be the red line rival of COVID-19? What is your opinion on what happened of attack on women’s human rights. We must defend them by to women’s equality in this period? all means if and when necessary. We must preserve the right - The realistic picture is slightly more complex in practise and to decide for ourselves about our body and our health, and we there are two sides to the coin, like everything in life – on one must be ready for a great struggle – there are no arguments side are the measures for prevention and protection against the supporting a different opinion, because that is a huge achievevirus, particularly various restrictions burdening the economy, ment of civilisation in terms of women’s human rights, and we which have led to a gender gap as a consequence in many areas, mustn’t at any price allow a situation where little girls as us to especially in the economy, and women have been hit much harder. tomorrow what we did and how we went backwards by a cenOne cannot express the difficulty of living and working from home tury. What is the authority that should convince us otherwise? while simultaneously taking care of most family members, with 21

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INTERVIEW

INA BULAT, GENERAL MANAGER & MANAGING DIRECTOR OF MERCK SERBIA AND MONTENEGRO AND MERCK REGIONAL DIRECTOR FOR BOSNIA-HERZEGOVINA, ALBANIA AND NORTH MACEDONIA

Science And New Technology For

THE ADVANCEMENT OF HEALTH

Viewed from an historical perspective, Merck has always worked to bridge the gap between the challenges of today and a better tomorrow.

A constant commitment to innovation is a strategy that keeps Merck at the top

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t Merck we strive to be supportive of women through numerous initiatives with which we want to empower them. We educate thousands of women in Serbia on a daily basis through our pages on social networks, and we will continue to do that in the years to come - says Merck’s Ina Bulat, speaking to CorD.

Merck has three priorities: performance, people and technology. Is that a strategy that the company has been employing throughout its 350 years and that has elevated your company to the top?

- Merck works through scientific research to constantly seek answers to questions that haven’t even been asked yet, and the greatest motivation for that is to be found in the fact that our work in the domain of healthcare helps millions of people.

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Our research aims to improve, extend and create life. Merck is a company that has a past, present and future, and we at

Merck imposes the same standards of quality in the production and distribution of medicines at all of its representative offices around the world Merck believe that science is the greatest driving force of this time and that its potential is being constantly renewed through discoveries.

You’ve spent years as the managing director of Merck. What characteristics must a woman have to maintain such a demanding job so successfully?

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- Leadership at a company like Merck primarily implies caring for employees and having a desire for constant progress. We have an opportunity to learn a lot as part of one of the world’s largest technology and science companies. And not only that ...

We have an excellent opportunity to bring many innovations to our country. And these innovations improve people’s health and lives. Merck has always viewed success through generations, and not through business quarters, and we’ve transferred that business philosophy to Serbia.

I personally find great satisfaction in all of our progress – from the dedicated team, via operational results to social engagements.

with their teams to identify diagnostics and treatments for COVID-19. In partnership with UNICEF, Merck also donated 2.4 million dinars to the Serbian healthcare system.

First- and second-class markets and patients don’t exist for Merck. Does this mean that medicines for Serbia, as well as other parts of Europe, are produced in the same place, using the same substances and according to the same technological process?

- The medicines that Merck brings to Serbia adhere to the highest world standards and are completely the same as those in other countries in Europe or around the world.

Merck’s medicines for Serbia and other parts of Europe are produced in the same place, using the same substances and according to the same technological process. Merck imposes the same standards of quality in the production and distribution of medicines at all of its representative offices around the world. In Serbia, as in all major countries worldwide, we

You educate women in Serbia on a daily basis, while you fight to raise awareness about risk factors leading to the development of many diseases – from the thyroid gland, through infertility to multiple sclerosis – for the earliest possible diagnosis and the highest quality therapy.

- It should be noted that women are much more affected than men in precisely some of the therapeutic areas Merck has always viewed success through generations, in which Merck holds a leadership position. Multiple sclerosis, for example, affects twice as many women as and not through business quarters, and we’ve men. Four to seven times more women than men have a transferred that business philosophy to Serbia thyroid disorder. In the field of in vitro fertilisation, we want to empower women because they suffer extreme and are present in the fields of cardiology, diabetes, endocrinolunjust pressure from society, although causes of infertility ogy, oncology, assisted reproduction and neurology. Merck are equally present in both sexes: a third of the causes come strives to bring new therapies to Serbia every year, as well from women, a third come from men and a third are due to as bringing innovations to existing areas of therapy. We want both partners. to support people in every phase of life, improving quality of We will continue fighting to raise awareness of disease life and extending life itself. risk factors in women, for access to screening programmes, the earliest possible diagnoses and fair access to treatment Which innovations have you brought to Serbia this year and, for all women. in your opinion, what is the biggest success you’ve achieved in 2020?

The eyes of the entire world have been focused for almost - We are proud that we’ve brought one of the biggest innovations the entire year on medical workers and the healthcare sysin the field of neurology to Serbia this year. This is an innovative therapy for multiple sclerosis that represents a turning point tem. How do you view this global pandemic? in the treatment of this disease. We have also just launched - Merck globally is part of key initiatives aimed at ending the a national campaign on the prevention of prediabetes, which pandemic.Together with the Jenner Institute, we have developed is also gaining momentum among younger members of the a production platform that will enable the mass production population due to an unhealthy lifestyle. We are currently also of a future vaccine, and the joint team has reduced the time working on establishing several internet platforms that will required for the development of a production process from serve to educate both the general public and health profesone year to just two months. We are collaborating with the Bill & Melinda Gates Foundation to accelerate the developsionals. And given that we’re a company that’s dedicated to innovation, we are pleased to support the work of Strawberry ment, production and delivery of vaccines, diagnostics and Energy, as an innovative start-up company in the field of new treatment for COVID-19. technologies. In partnership with them, we have installed two We would also remind readers that Merck awarded the smart benches - with solar chargers for mobile phones and free “Insight into the Future” award in 2019, granting the amount of a internet - within the Clinical Centre of Serbia. million euros for research in the field of pandemic preparation The greatest challenge this year, of course, was adjusting to scientists Pardis Sabeti, from Harvard University and the rapidly and digitising operations, which we implemented sucBroad Institute, and James Crowe, from Vanderbilt University.

Thanks to this award from Merck, they are today working cessfully thanks to our well-coordinated team.

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INTERVIEW

MILICA LUNDIN, PRESIDENT OF THE IWC BELGRADE

Timing Is The Biggest

CHALLENGE

From 2018 Milica Lundin has successfully headed the International Women’s Club of Belgrade from strength to strength. IWC is a club that gathers women of foreign nationality living in Belgrade.

Mrs Lundin is a Swedish musician and culture manager. Her husband is current Ambassador of Sweden to Serbia, H.E. Jan Lundin. Due to her husband’s diplomatic vocation, Milica has lived with her family in Sweden, Lithuania, Russia, Germany and Serbia.

particularly critical. It should be a matter of the individual’s What are the biggest challenges, in your opinion, for choice and life circumstances, but no doubt this critical female leaders today? time can be seen as an obstacle for her productivity by her - First of all, being the female director of a big enterprise colleagues and employers. Not everyone believes that a is probably much harder than being president of an Interwoman can be an ambitious employee and at the same time, national Women’s Club. To be honest, I see the challenges engage in her children’s early school age, for instance. Our in leadership as already given, regardless of gender. I have never been exposed to gender stereotypes myself, but that is because I was lucky to see some excellent diplomatic leaders in 30 I do not have so much experience in soyears of my diplomatic life called “male jobs”.

I also presume that there are huge children do occupy our mind a lot. But I believe it is achievdifferences between being a female leader in Sweden and able by those fierce women who possess a strong ability Serbia. As I understand, in Sweden today, the number of for planning and a reliable support network. female diplomats is exceeding the number of male diplomats. There is still a huge discussion about the remaining How far have we yet to go until balance and equality salary differences between female and male employees become a part of the everyday work-life? and bosses.

That, again, depends on the country. Some countries have In my opinion, the biggest challenge for a woman would very developed gender equality policies in work-life and be the timing: does a woman want to pursue advancing in beyond. For example, Iceland: You would be amazed by how her career simultaneously with the most intensive period independent women are and how many gender stereotypes of her children’s upbringing? That is if we can call any period 24

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are broken there. For example, it is not unusual for a child to adopt its mother’s maiden surname, although parents are married and living together.

I would say, as soon as everyone is embracing feminism regardless of their own gender, we are on a good path. By feminism, I mean the desire to make women simply equal with men both by law and in practice. Not privileged because they are “a weaker sex”, but simply equal. It is still nice that we are different in some other aspects.

Of course, laws have to be applied and obeyed.

I think it will be much harder to introduce true eguality in everyday life than in a high level of professionalism.

we looked to our own resources. In the end, why couldn’t a group of strong, educated, cosmopolitan women create a product that would be sold for its cultural value? We came up with an idea to publish a book of our impressions of, or rather our relationships with, the city of Belgrade.

As a mission-driven organisation, IWC aims to help women to adjust to Serbia and its culture, as well as to take part in its charitable actions. How challenging is achieving this goal in 2020, the year marked by the pandemic?

This year is putting particular pressure on us sinceourclubdependsonsocialgatherings.Many of our members are a little exasperated by this long period of self-preservation. What we miss the most are joint visits to museums and trips.

But we socialise online, keep each other in good spirits and offer help to those of us who need it. There is also a very intensive exIWC will publish a book of our impressions of, or rather our change through social networks. Our website relationships with, the city of Belgrade www.iwc.rs and Facebook page are very much alive, and we are publishing all the news we Our foreign ladies each contributed with a text about can about our projects funded by the proceeds from last their favourite place in town and explained why they are year’s Charity Bazaar. attached to it. When matched with nice photos, it will be We can proudly say that the beneficiaries were very a popular read, I think. appropriately chosen. All six of the projects we chose deal with the elderly and four of them deal with humanitarian What do you believe are the main traits and characteristics help throughout different parts of Serbia. The help has of the successful female diplomatic leader of today? already been delivered, and the projects were vital for There is no such thing as a particular prescription for female the critical period of May and June 2020. diplomats. I was lucky enough to see some excellent diplomatic leaders in these 30 years of my diplomatic life, both IWC is producing a book instead of the annual Charity women and men. When it comes to success in diplomacy, it Bazaar this year, due to pandemic restrictions. Please is erudition, respect for other people and impeccable tact tell us more about the idea behind the book. that make the difference. You may have a good head on We all know how difficult it is right now for all in the private your shoulders, be operative and constructive, but without sector to keep their heads above water. We are, therefore knowledge of history, scholastic and contemporary, and trying to avoid asking for donations and sponsorship as without respectful and a dignified approach to people, much as possible. With a lack of donated goods and with you will not gain respect in return. This applies to both restrictions of public gatherings comes the question of our women and men. annual Bazaar. We gave up on planning it for this year, and 25

EMPOWERED WOMEN

MARIJA PANOVIĆ, PRODUCTION DIRECTOR, VESNA MITROVIĆ, SALES DIRECTOR, RADENKA GOLUBOVIĆ, QUALITY CONTROL DIRECTOR, MLEKARA ŠABAC

Women In Prominent Positions At

MLEKARA ŠABAC

For this CorD special edition dedicated to women in business, Marija, Radenka and Vesna talk about their many decades of experience working at Mlekara Šabac, a major dairy company located in the city of Šabac. They are directors of production, quality control and sales, all key functions in this company that has been operating on the Serbian market for 90 years and which produces dairy products that can be found on markets from Russia, via Europe to America.

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lthough research shows that the path to gender equality is still not easy, Mlekara Šabac has shown that women achieve exceptional results in managerial positions, but also that the percentage of women in top management is on the rise. Here these lady managers talk about their work and experiences, As someone who is most familiar with the production process, from procurement to placement, how would you briefly explain to a new potential consumer why they should choose Mlekara Šabac products?

Marija Panović, Production Director: I started getting acquainted with the production process as a young technologist, and I’ still here, this dairy and I are progressing and developing alongside one another. Joking aside, technologist is a masculine noun, and while some claim that the use of gender-sensitive language contributes to raising awareness of the importance of equality between women and men (in my case: technologress or alternatively technologitsa), I personally don’t think that

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leads to gender equality, because the female form of the word emphasises gender, and not what the person does and what results they achieve.

A lot has changed since 2008, when I started my career at Mlekara Šabac, in terms of production volume, technology and requirements. Progress is evident. We have implemented the highest standards in food production, which ensure the high quality and health safety of dairy products. Production processes are constantly being improved and perfected, but it should again be emphasised that we also jealously protect the traditional, the good. The priority of our production process, but also the key to success, is product quality, which we have not deviated from for decades.

I’m proud of the fact that I once grew up with brands like Sirko and A la kajmak, and today my children are growing up with them.

These are completely natural products that we’ve produced according to the same recipe for more than 30 years, without the addition of preservatives, additives and artificial colours, just as we produce many other products, such as yoghurt, young

EMPOWERED WOMEN

cheese and Mediterranean cheese. Our Poppy chocolate milk isn’t only a favourite among children, although everyone would expect that. It stands out because it is made from the highest quality milk and Belgian chocolate, and has high protein content and reduced fat content. However, my favourite product is Šabac Mileram, which has a slightly sour taste, a specific aroma and a perfectly spreadable and creamy structure.

Most of your production ends up in the republics of the former Yugoslavia, Bulgaria, Russia etc. Has the pandemic ruined your existing jobs and plans? Do you plan to conquer new markets?

Vesna Mitrović, Sales Director: Mlekara Šabac is an exportorientated company, with exports accounting for over 60% of total sales. We are present today on the markets of Russia, Belarus, Kazakhstan, Ukraine, America, the demanding markets of the European Union, i.e. Germany, Switzerland and Bulgaria, and, of course, in the region.

The quality of our products, as well as large capacities, have opened the doors of many markets for us, where we have been operating successfully for a decade and more.

I have practically been in sales since the first day, when we started to conquer new, big and distant markets in 2008. Today we achieve enviable results in these markets, and that success has come as a result of investing in cooperation with local raw milk producers, production and certification, and the knowhow and enthusiasm of my entire team, despite all the challenges.

We have major plans, but like most businesses worldwide we are using the break caused by the COVID-19 pandemic to consolidate and consider all post-pandemic scenarios.Wewanttoconquerandcontinueusingourtastes to entice new consumers in even more interesting markets, such as those of Libya, Israel, Austria, Hungary… But this time we’ll do so while taking into account all the changes that suddenly arose… Many countries with economies based on tourism have been hit hard, as well as those in which the HoReCa catering segment is at a high level, and that’s where our end consumer is, an end consumer who has become more rational for all these reasons, only buying what is necessary and spending money very carefully. I personally think that recognisable quality is one of the basic levers in the fight during the pandemic and the general crisis, and I am naturally enthusiastic and believe in a better tomorrow.

market conditions were significantly different and can barely be compared to today’s conditions.

Buyers and consumers have become more demanding year-on-year, and it is necessary to have ever more commitment and investment in knowledge and new technologies, but also the certification of various standards, in order to maintain and improve the recognisable quality of our products, expand the range and conquer markets at home and abroad. Everything happens fast today, and as a producer you have to intensively monitor the needs of consumers and quickly adapt to requirements, constantly offering the market something new, but also that which is constant – quality is always in the first place and that is recognised by our consumers. It used to be mostly

I’m proud of the fact that I once grew up with brands like Sirko and A la kajmak, and today my children are growing up with them. These are completely natural products that we’ve produced according to the same recipe for more than 30 years, without the addition of preservatives, additives and artificial colours

Your job is to work with colleagues to develop and improve production, control raw materials and products, as well as to participate in creating new products and flavours. How much have consumers and the market changed during the three decades that you’ve been at Mlekara Šabac?

Radenka Golubović, Quality Control Director: During the course of my 30-year career at Mlekara Šabac I’ve had the opportunity - through my work in production and quality assurance, as well as food safety - to deal constantly with the needs and expectations of buyers and consumers. When I started,

women who did the grocery shopping, or at least made the list for it, while today you have ever more men who really read the label declarations and care about what both they and their loved ones consume.

At the same time, information technology and social networks enable everyone, not only us as a producer, to better monitor the opinions and needs of consumers, but also enables consumers to quickly spread bad news if you lack the kind of quality that they expect, so you have no right to make mistakes in that regard.

Proving that Mlekara Šabac has been on the right path throughout all these years is the trust of consumers, both domestic and on the 13 foreign markets to which we export our dairy products. I’m happy that for three consecutive decades I’ve had a nice feeling in my stomach when I wake up in the morning and head to work.

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EMPOWERED WOMEN

JELENA KNEŽEVIĆ, MANAGING DIRECTOR, LEITNERLEITNER SRBIJA

Long Journey To

GENDER EQUITY Competence, reliability and speed – these are principles that LeitnerLeitner has been putting into practise for more than 60 years and which represent the key to gaining a competitive edge in business.

Consistently high-quality standards have also helped LeitnerLeitner achieve success and constantly increase its locations in CEE and SEE

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arge companies have realised that investing in good staff is the most efficient way to achieve desired goals.

We have realised that staff development and training brings exceptional results, which are primarily reflected in the better performance of individual members of a company, - explains Mrs Knežević.

LeitnerLeitner’s success over the past 60 years has been based on the same principles - competence, reliability and speed.

What else distinguishes you from the competition in Serbia?

We strongly consider that our team’s outstanding technical skills and the high quality of LeitnerLeitner services are key success factors in Serbia. Whether you are an SME or an international group, we never lose sight of our goal, which is to identify, coordinate and realise optimisation potentials.

Our offices work together closely and across borders. We apply an interdisciplinary and dynamic approach, so that we can explore all possibilities and find the best course of action for each client. Our staff’s expertise and integrity play a decisive role in the process. We also cultivate close personal and tried

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and tested professional relations with a number of renowned consultancies. In this way, we can eliminate country-specific risks and find the best possible solution, even in complex situations.

One of LeitnerLeitner’s main corporate strengths is caring for our employees, clients and the community. Therefore, in the case of the Coronavirus pandemic, which represents a newly created challenge for all of us, certain risk analyses have been conducted, while measures have been taken to manage those risks adequately; our approach includes our commitment to the safety of our employees and planning to ensure that the company is able to continue to respond, operate and support our clients on a daily basis.

We constantly invest in the education of our employees and hire young talented people who are willing to learn and grow together with us. This enables us to create an excellent team composed of satisfied and motivated people who are willing to work in such an environment and do their best for the company.

As a result, my team has shown its strength and flexibility in its actions during this difficult time. I am proud that we have

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adapted to all the changes in a very short period, serviced clients without any delays and even gained new ones.

We live in times of constant amendments to legislation, which is why it is crucial to be up to date with all new changes. Are you and your team constantly improving?

That’s why investing in the professional development of employees has become one of the key points on which the success of our company relies. We nurture the professionals in our firm and give employees the space they need to grow into superb advisors. The wide-ranging training system of the LeitnerLeitner Academy guarantees each and every staff member receives comprehensive general training from their first day at the company. Our close contacts with leading universities and pre-eminent European partner institutions allows us to offer training that is well founded and international. Our employees have access to all relevant literature and other sources of information, such as different kinds of web platforms.

Modern organisations today understand that good results in a highly competitive environment depend solely on attracting, developing and retaining talent.

Talented people are becoming a strategic resource, and talent management practises make the difference between good and not so good companies for work and career development. Companies that care about their talented workers create an environment in which every employee is able to learn, develop and unleash their full potential, while achieving both personal and company goals.

How do you see companies run by women from the point of view of a tax advisor?

Being an entrepreneur is, by its very definition, an extremely bold move, both in Serbia and abroad. These are individuals who rely solely on their own knowledge, skills and resources to generate an income. If we add to all this the important role of women in the family, the modern female entrepreneur is exposed to great challenges. The state should recognise this sensitive group of taxpayers and motivate them - primarily with stable incomes during pregnancy and maternity leave, which, as you know, is

In recent years we’ve noticed a positive trend of more women being involved in decision making and gaining managerial positions

The new Government of the Republic of Serbia was recently formed, with the new/old Prime Minister entrusting almost half of all ministerial positions to women. What does this say about us as a society, but also about women?

The participation of a larger number of women in the executive branch is certainly a positive signal, as an example of the inclusion of a larger number of women in more responsible positions. As it is known, of 23 ministries, 10 are headed by women, which is a much higher ratio than we have had in the past. With the new distribution of ministerial functions in the government, Serbia has entered the ranks of the 10 countries that have the best balance when it comes to gender equality in the executive branch. This might also mean creating a different, better, more democratic atmosphere than has been the case so far. Still, it is also important to keep in mind whether they have an essential role in decision-making.

In recent years we’ve noticed a positive trend of more women being involved in decision making and gaining managerial positions.

Yet we have statistics showing that men in managerial positions still earn more than women. This is not only the case in Serbia, but everywhere around the world. I think it will be a long journey for us to build up the society with gender equity, thus we must admit that we are on the right track.

still shrouded in serious controversy about how to determine benefits for women entrepreneurs.

The company should be run responsibly and with respect for all employees. I am very pleased to see that an increasing number of women are also employed in management positions, and we encourage such an approach within the LeitnerLeitner Group. I think women’s leadership can only add value to a company.

What plans and expectations do you have as we enter 2021, the year in which LeitnerLeitner Serbia will mark and celebrate its first decade of doing business in Serbia?

It has been a great pleasure for me to be at the helm of LeitnerLeitner in Serbia for the past six years, and to have a very successful period behind us, both in terms of the development of the company and the brand on the market, and in developing our employees. A decade of doing business is certainly a great success for us, because the positive outcome of the business is seen in the fact that we are recognised by clients as reliable partners, while we’ve developed a strong and professional teams of experts who are passionate about finding feasible solutions for all tax, audit, payroll and financial advisory issues. In this regard, our plans for the next period are very optimistic. We hope for even greater success and the growth of companies in Serbia.

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EMPOWERED WOMEN

DOMINIKA SEFTON, GENERAL MANAGER, NOVARTIS SERBIA AND MONTENEGRO

Access to Innovation

A PRIORITY

As an innovative healthcare company that aims to reimagine medicine in order to improve and extend people's lives, Novartis approaches its role in addressing urgent public health needs and major health challenges with great responsibility

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ovartis remains deeply committed to patients in Serbia.

Our priority remains improving access to innovation, so that Serbian patients can have treatment opportunities equal to patients in EU countries, says Novartis Serbia and Montenegro General Manager Dominika Sefton.

You donated 5.4 million dinars to the Serbian healthcare system at the very start of the pandemic. Has the fight against this novel coronavirus served to unite the world a little more?

Along with ensuring the continuous supply of our medicines, our donation in response to the COVID-19 outbreak underpinned the efforts of the Serbian Government in supplying protective medical equipment for healthcare professionals. Responding to the EFPIA’s call, Novartis is making available a set of compounds for antiviral testing and evaluating existing products to see if any could be repurposed to serve in the fight against COVID-19. Our Serbian associates engaged in the AmCham online volunteering programme to make medical literature available to experts of the COVID-19 Crisis Team and we focused our efforts on ensuring our associates have safe and engaging working environments, through a new flexible working policy, a number of support programmes, as well as mental health and well-being resources.

Has the pandemic changed Novartis’s approach to the Serbian market?

Healthcare professionals continue to be our precious partners and we are re-imagining ways of supporting their efforts during these times and beyond, scaling-up multichannel engagements and digital technologies to provide medical information and education focused on patients’ needs.

Examples of patient focused initiatives include our support to the Institute of Rheumatology for a programme of home deliveries of biological medicines to rheumatology patients in Serbia, as well as support to patient groups’ programmes providing free transfers

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of patients to clinics or establishing online contacts with healthcare experts for disease management advice during the pandemic.

We look towards the future with a mindset of curiosity and an ambitious strategy. I am proud of my team’s concerted efforts to be faster than ever in bringing innovation to Serbia post-EU registration.

We are looking with great expectation towards future launches that will truly make a difference in treating patients in cardiology, multiple sclerosis and ophthalmology, along with our current portfolio. Our global advances in cell and gene therapies offer the potential to transform medicine, and I’m proud that children in Serbia with SMA, a life-threatening disease, have had an opportunity to receive our novel gene therapy. In order to deliver our ambitious long-term strategy in Serbia, this year we have introduced a new organisational design, offering our people new developmental opportunities and creating a sustainable organisation for the future.

Do women hold other important positions in the company?

At Novartis women currently account for 46% of middle management (vs. a 36% benchmark), 38% of senior management (vs. 27%) and 32% of executive management (vs. 19%).

Novartis has publicly committed to achieving a gender balance in management structures for all of our associates globally by 2023. There are 20 LGBTI Employee Resource Groups and our recent global LGBTI Pride event had more than 3,000 participants from 67 countries. Novartis is a member of the ILO Global Business and Disability Network, which promotes the worldwide inclusion of people with disabilities in workplaces.

I’m proud to be part of an organisation with a culture that’s built on strong values, where ‘diversity’ and ‘inclusion’ are embedded in our Code of Ethics, and where we ensure every day that people in my organisation feel like they are seen, heard and valued for who they are.

EMPOWERED WOMEN

MILICA MILANOVIĆ, CORPORATE AFFAIRS MANAGER AT NESTLÉ ADRIATIC S

On a Mission For A

HEALTHIER FUTURE

The outbreak of the novel coronavirus pandemic brought unprecedented challenges to businesses worldwide

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ere Milica Milanović, Corporate Affairs Manager at Nestlé Adriatic S, speaks about the company’s approach to new challenges and its future outcomes and plans.

continue our efforts. With this in mind, we launched an online educational campaign to raise awareness among younger people about preserving the environment. Improving quality of life and securing a better and healthier future remains Nestlé’s mission.

Nestlé is well known for carefully nurturing its corporate The year during which Nestlé has been commemorating 15 culture. What are some of the biggest challenges you faced years of doing business in Serbia is coming to an end. What during the pandemic in this regard? are the company’s most important achievements to date, and Our first goal was to secure the health and well-being of our what do plans for the period ahead encompass? employees and business partners. We implemented all the Nestlé has introduced many new products and innovations to necessary safety protocols, which was especially important Serbia, while we have proudly embraced the traditional “C” brand, for our field workers. As a global leader in food and beverage production, it was paramount for Nestlé to adapt quickly and implement concrete measures to curb the negative As a global leader in food and beverage production, it was impact on our business, but we also took important strides paramount for Nestlé to adapt quickly and implement concrete in nurturing our corporate culture by carefully listening measures to curb the negative impact on our business, but we to our employees’ needs and moving our business into also took important strides in nurturing our corporate culture the online realm as much as it is possible. We are also proud of providing significant donations to medical by carefully listening to our employees’ needs and moving our facilities and marginalised groups, and we will continue business into the online realm as much as it is possible to do this until we return to the normal state of affairs. continuing its production and improving its portfolio, especially Serbia’s favourite “Začin C”. Since 2011, when production was How did the current situation influence your decisions regardlaunched at the Nestlé Surčin factory, we’ve invested more than ing daily activities and events?

15 million euros in the plant, its equipment and product developThe decision-making process has largely remained the same. ment. In Surčin we produce brand “C” products, as well as “Thomy”, However, we are still conducting business in line with the official “Maggi” and the rest of Nestlé’s professional portfolio. Investhealth recommendations. That means that we moved the bulk of ments have led to expanded exports of its products increasing our activities to online channels. For example, when we organised five-fold, to more than 40 countries worldwide where Nestlé the Eco Tour – the open door event of our Surčin factory – we operates. An investment of 2.3 million euros impacted directly recorded it live stream, while the factory’s personnel followed on increasing production by 3,500 tonnes, with the creation of all implemented safety protocols. It is important to note that the 89 new product recipes and cooperation established with 45 Nestlé factory in Surčin has achieved the goal of “Zero Waste new local suppliers. Locally, our largest environmental investto Landfill”, meaning that not a single speck of waste ends up in ment in Serbia so far is 1.2 million euros for the construction of the landfill sites of the local community. Despite the pandemic, a modern wastewater treatment facility. sustainability remains one of our top priorities and we will 31

EMPOWERED WOMEN

DIANA GLIGORIJEVIĆ, CO-FOUNDER OF COMPANY TELEGROUP

Curiosity Is

THE BEST DRIVER When someone grows up in the cabins of planes and helicopters, reads fluently, writes and speaks five languages, has the curiosity of a three-year-old child and diplomas from prestigious educational institutions in Europe and America, and doesn't recognise a division between male and female jobs, then even the sky isn't the limit for such a person

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t TeleGroup between 35 and 38 per cent of the workers are women, because I try to choose a young female engineer every time I can choose between two equally good male and female candidates, reveals Diana Gligorijević, who has for years been encouraging girls to enter the IT world.

You studied at the Faculty of Philology in Belgrade, the Sorbonne in Paris, the Technical College of London and Wharton University in America. How much has that contributed to your success?

During the time that I was getting an education it was also important where you went to school, in terms of location. Back then knowledge and sources of information were mostly related to specific institutions and the professors who taught them, for recommended literature, bookshops and libraries. That is no longer the case today, because - thanks to the Internet - there are none of the previous territorial restrictions, everything is more accessible to us, and all we need is the desire to learn, progress and improve, and we also need to be curious.

Although where you study isn’t the most important factor today, it is important that a high-quality lecturer transfers knowledge to you and that you learn because you want to learn and discover something, and not because of grades. Curiosity, questioning facts and thinking analytically have been extremely useful to me, in business and even in my personal life.

You entered the IT world from the aviation industry, both of which are known as male domains, and showed that you can do better than men in both fields. Does that have anything to do with gender or is it more about attitudes towards work and life?

I entered the aviation industry as a translator, after completing a one-year course for scientific and professional translators, but also as someone who grew up in the cabins of planes and

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helicopters from the earliest childhood alongside a father who was a pilot. I worked a lot for the centre for the exchange of international aviation documentation and documents related to civil aviation, and then very quickly found myself in a situation where I was not only translating documentation, but also working on the proper management of all documents and all professional data for the aircraft maintenance process, for the Flight Control and the Federal Inspectorate for Civil Navigation, on the one hand, and for the Civil Navigation Association in Geneva on the other.

For me that was all a natural environment and great inspiration, and then I realised that the aviation industry isn’t just technical, that there are also innovative technologies involved, so I slowly embarked on a journey into the IT field.

Is it true that you encourage young girls and teens to learn IT. Why is that important?

I would like to help little girls, and then also young ladies, to understand that these moulds shouldn’t limit them in choosing a profession. Someone else sets limits for them during childhood. Guided by what they brought from home, most of them turn to the humanities and stay away from technology, although the female brain is the same as the male, if not superior in some things. However, it is difficult for them to grasp that, which is why it is my desire and ambition to encourage them to turn to the IT industry. And I don’t only talk to them, but I also sponsor mentoring courses and teach whenever and wherever the opportunity arises, because they can learn a lot from my experience. I am a mother, wife and expert in my work; a woman with an enviable career, filled with knowledge and amazing experiences from travelling around the world, and I know that all of that comes together if you are diligent, love what you do and love your life. And I love my life.

EMPOWERED WOMEN

KRUNA GAVOVIĆ, CEO OF THE LEAN SIX SIGMA COMPANY CEE AND TMS CEE MARKETING AND ACADEMY MANAGER

I Believe In

HARD WORK

Kruna Gavović is a young businesswoman, a licensed mediator, the mother of a beautiful little girl and someone who believes in hard work, education...

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think it is important to set priorities, to organise ourselves well, to have a few hours during the day that we dedicate to ourselves and to realise that we are wonderful even though we are not equally perfect in all our life roles, says Mrs Gavović.

Is it more difficult today for women to harmonise their career and family commitments?

It is very difficult today for women to harmonise their business obligations with their family life. Striking a balance between their career and family demands all of their energy – and that can be very frustrating for the work team and the family.

As a working mother, it sometimes seems to me that 24 hours is not enough to do all my daily activities. I think it is important to set priorities, to organise ourselves well, to have a few hours during the day that we dedicate to ourselves, and to realise that we are wonderful even though we are not equally perfect in all our life roles. I have always been willing to help others and have always believed in hard work and in myself. Nevertheless, alongside all my life and daily roles, one role in my life is eternal – that of a mother.

And as one wonderful song goes: “In my daughter’s eyes I am a hero, and I know no fear, but the truth is plain to see, she was sent to rescue me.”

I think that my daughter is my reflection and in every blink of my daughter I see whether the path I’m taking is the right one.

The need for balance between career and family mostly affects women, but not only women Is the Family Friendly Enterprise Certificate particularly important for companies in which women comprise the majority of employees?

The need for balance between career and family mostly affects women, but not only women. Investing in the happiness of employees is beneficial for all companies. When companies recognise the importance of their employees’ work-life balance, they recognise the employee as a person, as a social and an emotional being and not just a “human resource”. We need to change the culture of cooperation with employees, which means shifting from seeing an employee as a human resource to seeing an employee as a human being. That is a win-win process.

Do you consider that investments in knowledge pay off?

By investing in your own education you receive a constant reminder that there are things that you’re not good at and can improve on. Investing in yourself helps to create a strong foundation upon which we can build our future.

I have been dedicated for years to learn how to better listen to others, maintain a sense of empathy, learn to deal with change, rationalise expectations, block sources of negative energy and strengthen relationships.

Only in this way can you be sure to get the most out of yourself.

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EMPOWERED WOMEN

MAJA ANTOLOVIĆ, EXECUTIVE DIRECTOR, DP WORLD

Embrace Equal Rights

OPPORTUNITIES DP World is the leading provider of smart end-to-end supply chain logistics worldwide, enabling the flow of trade across the globe. Through an interconnected global network of 128 business units in 60 countries across six continents, DP World covers every link of the integrated supply chain

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The plan for DP World Novi Sad is to invest in upgrading facilities and a commitment to the full modernisation of equipment, processes, expanding capabilities and training and employing a local workforce. The company aims to provide the highest level of services along the entire course of the Danube DP World, the world’s third largest port operator, arrived in Novi Sad in May last year. How did this come about?

In 2018 we launched DPWorld4Women – representing our commitment to drive more gender equality initiatives across the business The Port of Novi Sad in Serbia has an excellent strategic location in the centre of the province of Vojvodina, where 70% of the cereals produced are for local and international markets. This was one of the key factors that attracted DP World’s investment.

As a global trade enabler, our strategy is to cover door-to-door services throughout the logistics chain, from E-line bookings, customs clearances, packing, road and rail transport, storage, free zones, ports, ocean transport, air cargo transport and more.

We think ahead, anticipate change and deploy industryleading technology to further broaden our digital vision and create the smartest, most efficient and innovative solutions, while ensuring a positive and sustainable impact on economies, societies and our planet.

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EMPOWERED WOMEN

Our comprehensive range of products and services covers every link in the integrated supply chain – from maritime and inland terminals, to marine services and industrial parks, as well as technology-driven customer solutions. Even during these unprecedented times brought about by COVID-19, DP World is still investing to support existing businesses to meet market demand, including ports, logistics and marine enterprises in Ukraine, Angola and Montenegro, as well as feeder companies in various locations.

As someone who was involved in the project from the beginning, do you believe that the Port of Novi Sad can become the leading port in Serbia? Can you tell us more about plans and strategies for growth and development?

Novi Sad is a key part of DP World’s global strategic footprint, connecting EU river ports from the North Sea to the Black Sea and providing diversified port, logistics and marine services for all types of cargo. DP World’s pledge to transform Novi Sad into a modern port facility goes beyond our contractual commitment. We have significant plans to implement DP World policies and procedures to meet the best global standards. We also plan to establish cutting-edge port handling technology and operating systems that will enable us to efficiently and cost effectively meet the needs of both existing and new clients with a competitive offer of port, logistics, freight forwarding, customs clearance, transport and other port services.

Although I’m proud of my participation in the Olympics, I’ve never used that for self-promotion and I certainly don’t feel as though I’m above my colleagues; rather I feel a great responsibility to treat everyone with respect and help them to achieve their goals in more of a coaching or mentor capacity.

How much has the port activity changed compared to earlier years?

The port business has been through a number of evolutionary stages, but the last few years have seen a period of exponential change, for example with the introduction of remote crane operators, crewless vessels, E-commerce and online bookings, high-rise automated container stacking, LNG and environmentally friendly vessels, as well as many more innovations.

Going forward, we envisage the increased transformation of technology, particularly IT systems and robotics.

A few examples of changes already endorsed by international maritime conventions and global treaties are: * Reduction of CO2 emissions by implementing LNG (liquefied natural gas) – new generation engines that use low sulphate fuel, electric and even hydro power for propulsion * New terminal handling equipment that can be operated remotely, thus reducing risks to employee safety * Self-load and self-discharge vessels managed from a control cabin * IT systems of management supported by drones with high definition infrared cameras, providing real time data for the efficient management of labour forces, workloads, safety and security

DP World’s management team includes two women. Considering it’s a Dubai-based company would you say “just two women” or “as many as two women”?

There are historic and cultural reasons that the logistics sector has traditionally been male dominated, but it is time to consign this tradition to the past. DP World Our approach is to build a top-level competitive and employs many women at all levels of the business, from profitable business that has long term sustainability crane operators and port CEOs, to top executives who help formulate our long-term strategy and enact our founders’ principles.

DP World invests continuously in new technologies and new Since its inception, DP World has embraced equal rights services, in order to improve trade globally. What will the opportunities, inclusion and cultural diversity. In 2018 we supply chains of the future look like? launched DPWorld4Women – representing our commitment I have already highlighted DP World’s strategy, existing services to drive more gender equality initiatives across the business. and future potential – a potential that is demonstrated daily with We have also launched a programme of bespoke leadership new innovations like Virgin Hyperloop. Prior to investing in these training for our female colleagues, Women Lead@ DP World. changes, we investigated and conducted detailed reviews of the performance and capability of our existing facilities, completed Speaking of women in leadership positions, did your sportan in-depth market study on existing and potential competition and built a number of business scenarios that were tested and ing, competitive spirit elevate you to the top positions, given incorporated into our long-term plan. that you were an Olympic athlete and a professional coach?

Our approach is to build a top-level competitive and profitable My sporting achievements have helped me throughout my life business that has long term sustainability. I wish to conclude by giving me a foundation of discipline and determination to by saying that I’m proud and happy to be part of the DP World achieve my goals, as well as the understanding that success group, and I’m excited for what the future holds, both for Novi is built through hard work and an open mind – I believe in Sad and the company as a whole. listening and learning new things every day.

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TAMARA BEKČIĆ AND MILENA AVRAMOVIĆ BJELICA, DIRECTORS AND CO-FOUNDERS OF CHAPTER 4 PR AGENCY IN SERBIA

Strength of

THE PR TEAM Chapter 4 in Serbia is part of the Chapter 4 Group and the exclusive partner of the world's leading communications network, BCW Global. But that partnership doesn't bring new clients, rather they do that themselves by nurturing high quality services and constantly developing team members, and through their business focus and innovation

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nitially, Tamara and Milena were the only two woman to be co-founders of a Chapter 4 agency. Today, almost 11 years later, Chapter 4 agencies exist in as many as 10 markets in Europe, and half of the directors and owners of these agencies are women Chapter 4 is part of the Chapter 4 Group that operates throughout CEE. How much does your exclusive partnership with BCW Global, a leading global communications network, help you in your business?

Tamara: That’s right. The Chapter 4 network was created as an initiative of several colleagues who had previously cooperated across the region. At that time there were four founding countries: Serbia, Austria, Bosnia-Herzegovina and Hungary. Milena and I have been active participants in creating the success story of our network from the start and we were the only women to be co-founders of Chapter 4 agencies.

After almost 11 years, Chapter 4 agencies exist in as many as 10 markets in Europe, and half of the directors and owners of our agencies today are women.

Partnering with BCW Global means a lot to us in terms of providing the highest industry standards and sharing experiences. This cooperation influences the development and innovation of our team greatly, and consequently the results we achieve with clients.

Contrary to popular belief, partnering with a global network does not bring new clients. We do that ourselves – by nurturing high quality services and constantly developing exceptional team members, business focus and innovation.

Examples of the network’s participation in major regional and global tenders are rare. Today’s clients know that engaging a larger network may simplify the selection process and provide the best price, but won’t ensure the highest quality. What is far more frequent is that clients who are satisfied with the professional support they received on our market decide to contact Chapter 4 agencies in other markets where we operate. That’s how quality spreads the influence of the network.

You were among the first to bring an holistic approach to communications to our market more than a decade ago.

Do your innovative projects contribute to your clients’ results and reputation?

Tamara: Our focus in on how to optimally support clients’ business plans. This very often implies highly specific communication with different target audiences, tailored to each one. Activities based on this principle are, of course, measurable: if we know what we want to achieve, then we also know what and how we can evaluate and measure, directly and indirectly, both quantity and quality.

Depending on the client and the business goal, the focus and target groups change, but the strategy, creativity and innovation, as well as ethics, are constant elements. Our clients know that they can rely on us in this regard, and that each of their projects represents a challenge for us that we approach with great care.

Communication projects are strategically planned and there are no quick fixes. That’s how we achieve excellent results, nurture or improve the reputation of our clients and

Our whole team is constantly learning and upgrading its knowledge and skills

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consequently strengthen our own reputation. There is no better recommendation than a satisfied client and a successfully completed project or a campaign.

How much is your expertise dependent on experts in various fields of communication, and how much on the strength and coordination of the entire team?

Milena: I would say that it is the strength of the team, but also the interests, knowledge and experience that each member of the team possesses. The big advantage of smaller teams is that it’s clear what someone is exceptional at and what they need to work on, and then all challenges are resolved much faster and easier. In order to successfully manage a client account, consultants need to be deeply and broadly into the specific matter and industry. Our whole team is also constantly learning and upgrading its knowledge and skills.

Chapter 4 Agency won the Award for the best PR Agency in Serbia in 2020

Communication projects are strategically planned and there are no quick fixes

What is it like to work in an exclusively female team? Judging by your agency, the saying “Women are their own worst enemies” is not true, right?

Milena: We are not exactly a team exclusively comprising women, we do have a male colleague who fits in very well.

But, yes, during these 11 years of Chapter 4, there have been moments when only women made up our team. It is not so important whether the team consists only of women or not, but rather if there is mutual respect, motivation and a desire for cooperation, learning and support. Maybe women understand each other better because they have similar interests outside of work and become more open in communication.

However, we are all colleagues and partners and that gives us stability that also benefits clients.

On what basis do clients select Chapter 4 PR? Milena: I believe that it is our analytical and tailored approach to each client. The knowledge and experience we have as a team, but also that each employee has individually, regarding market trends, both regionally and globally regarding the industries of our clients, as well as our strategic and crisis communication advisory.

Has your expertise in crisis PR, crisis communication and management come to the fore in the most extraordinary circumstances we have lived under to date, namely the COVID-19 pandemic?

Tamara: The pandemic did not catch us unprepared. We had a certain advantage: crisis communication planning is an integral part of the expertise of Chapter 4. Although no one could have predicted a scenario identical to this pandemic, the very fact that crisis plans existed, and that we had simulations and training with our clients on a regular basis, helped reduce risks significantly, ensuring that timely communication internally and externally runs in a smooth, clear and efficient manner, and thus is able to quickly establish control. That has provided everyone with security and hope.

How do you see the future of communications, given the fact that this global pandemic has changed everything?

Milena: COVID-19 has had a major impact on our lives, both professionally and personally, and has caused a huge shift in the way we communicate with each other. If someone hadn’t understood the term “digital transformation” in previous years, now they certainly do, because we’ve all lived through it in past few months. Also, through constant video calls and increased accessibility, we literally entered each other’s personal lives and that led to more transparency, authenticity and empathy. Looking beyond this incredibly rapid change in the channels, there is also a noticeable shift in the way business leaders communicate with their employees, customers, investors and the wider community.

I believe that this will continue to shape our future.

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JELENA ANDRIĆ GRAFAKOS, MANAGING DIRECTOR, ACO SERBIA AND MONTENEGRO

No Development Without

A CLEAR VISION

Continuous and dedicated work has brought the greatest success to company ACO Serbia and Montenegro, which has been recognised as a professional and reliable partner for resolving the most complicated and demanding water management projects in all areas of construction industry

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his company has amassed a series of state-of-the-art projects, the latest and most demanding of which include works on Belgrade’s Republic Square and Savski Square, Nikola Tesla Airport, Imlek’s production plant, residential buildings and the Galerija shopping centre within the Belgrade Waterfront development.

You’ve been with the company for 15 years, from the very beginning in the Serbia and Montenegro markets, while you’ve been at its helm since 2015. What would you single out as the biggest successes, challenges, changes, biggest projects etc.?

Considering the start of the company’s business on our market, from the distance of today it is possible to summarise the entire development path, from brand positioning and formation of the initial team and stock, to the start of market education on the importance of adequate drainage and water treatment. During that time I developed, as an engineer, into a specialist for surface water management, then later took over the management of the company.

This brought a completely new perspective, new challenges, but also the opportunity to create a shared vision, together with my growing team, for the further development of the company into one that sets standards and follows the latest trends in the field of water management.

As such, I would single out as the biggest challenge, and also the basis of our work even today -continuous education of the market and raising awareness of the importance of professional cooperation on projects, knowledge of regulations in this area and the implementation of adequate solutions. We have behind us a very long list of state-of-the-art projects in the field of road and urban infrastructure, shopping centres, business and residential buildings, production and logistics centres, hotels and restaurants.

You opened the ACO Academy and showroom, at the end of last year. Can you tell us a little more about that?

The idea to open the ACO Academy in Serbia was born of a desire to provide our associates with even better quality insight into the selection and application of ACO solutions on projects, through a system of presentations and trainings. At the same time, 38

this also gives us an opportunity to learn about the challenges of modern projects from designers, contractors, supervisors and investors, and to work together to come up with the best solutions for each individual project.

Part of the ACO Academy also includes a large showroom with numerous examples of ACO products installed in a real environment. This entire endeavour is the result of the work of our team that worked with dedication on all interior and installation details, so that ACO has a modern training centre for the markets of Serbia and Montenegro that’s similar to the existing one at the company’s headquarters in Germany. In the space of our Academy you can clearly see the connection between industry and art, which is nurtured as one of our company’s values. Unfortunately, our plans for the work of the Academy had to change this year due to the health situation, which is why we secured alternative ways of visiting and gaining insight into ACO solutions, via a virtual 3D tour through the showroom, online presentations, webinars etc.

You’ve complemented your portfolio with segments covering the food industry, commercial kitchens, hotels and residential buildings, while you’ve increased your stock and expanded your team. Are you continuing the further development?

Under the conditions of increasing number of projects in construction industry, and simultaneously shorter deadlines for preparing project documentation and installation - expertise, knowledge and dedicated work are crucial in ensuring the high quality implementation of projects. That’s why we decided to create a segmented approach to the market and projects, in order to pay as much attention as possible to the specifics of each segment. The greatest advantage to this process is provided by the dedicated team that together follows the process of implementing each project from start to finish. Of course, increasing the volume of work also required an increase in the team and stock, as well as creating new processes within the existing organisation.

As construction projects and the construction industry further develop, so will we also adapt our approach, bringing innovation, fresh ideas and professional solutions, with an emphasis on protection of the environment.

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IVANA MILOŠEVIĆ, DIRECTOR AND OWNER, CITYSCOPE

Well Done

WOMEN LEADERS Managing human resources is always challenging, and that's especially true today, with accelerated technological development changing the way most companies function both, in our country and around the world, which inevitably also impacts employees. Here’s how that's seen at agency CityScope

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echnology and online platforms have enabled new organisational structures and dynamics within teams, working from home with all the challenges it brings, so CityScope director and owner Ivana Milošević believes,on the basis of her vast experience, that this will further empower women to consider new business opportunities.

Accelerated technological development is changing the way most companies operate, both in our country and around the world, and this has an inevitable impact on employees. Is managing human resources more difficult under such conditions?

Managing human resources is always challenging, because it relates to people, with all of their peculiarities and specificities. The strategic role of the HR sector is crucial, as an expert assessment of the directions and ways in what it is necessary to develop employees within an organisation, particularly today. It is flippant to claim that this assessment can be a hundred per cent accurate, because none of us can claim with certainty to know the direction in which technological development will take us. Whatever the case, it should be grounded in HR expertise, taking into consideration the needs of the business, on the one hand, and the strength of its employees, on the other.

Moreover, by taking into account the pandemic and the uncertainty it brings, I would say that short-term goals and small victories are now the most important, until the situation on the market returns to some kind of “new normal”. Technology and online

platforms have enabled new organisational structures and dynamics within teams, working from home with all the challenges it brings, and I truly believe that this will further empower women to start thinking about new business opportunities.

Is it still easier for men to get jobs than women; are they better paid than their female colleagues for doing the same jobs and, if so, how can that be changed?

I wouldn’t say that a clear and explicit gender difference in the hierarchy of positions exists today. I consider that more of an individual stamp, the extent to which a person is entrenched and has self-confident in their own experience, knowhow, skills and qualifications to be able to respond to the demands of an executive role or C-1 position. Experience also tells me that women have today become more confident in themselves and louder in representing their views and ambitions, but I would like to note that each instance is an example for itself and should in no way be generalised.

As a woman and an entrepreneur, I’m very well aware of all the changes on the market that have taken place over the past 16 years. An ever increasing number of women are today at the helm of organisations, whether that applies to running companies or those who’ve decided to launch their own businesses. That was very rare back when I started my career as an entrepreneur, and I’m very glad about that.

How do you see the future of the HR sector?

I consider the evolution of business as a natural process, for certain occupations to be changed or replaced, or even cease to exist, especially at a time of rapid technological development. However, employees represent the core and greatest value of any organisation. Their ability to adapt to the changes and needs of the organisation is also what distinguishes successful companies from those that are less successful.

Herein lies the role of the HR sector as a key teammate – recognising and developing talents within an organisation has never been more challenging and essential, while on the other hand everything is happening during a time of accelerated change and large oscillations. At the same time, every time of great change is also a time of new opportunities, and that means opportunities for all women with the courage to become entrepreneurs.

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VESNA KUKIĆ LONČARIĆ, JYSK COUNTRY MANAGER FOR SLOVENIA, CROATIA, BIH AND SERBIA

Right Time

TO EXPAND JYSK achieved its record turnover in the 2019/20 fiscal year, because many citizens invested in their homes. They spent money that they'd initially set aside for travels to buy new furniture for their gardens or balconies, while the fact that many are now working from home meant that they also invested in office furniture.

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ccording to research conducted in September 2020 for the Serbian market, most of JYSK’s customers are women and young families. Both women and men choose to shop in stores and online in equal numbers, while the most important thing for both sexes is that the offer meets all their needs.

JYSK has brought to Serbia an excellent offer, reliable quality, easy shopping and competent service. You promised that to customers and delivered. What’s next?

I see JYSK as the customer’s first choice primarily when it comes to products for sleeping, and then for living, regardless of the purchase method and place chosen. We at JYSK believe that the key to success lies precisely in the balance between online shopping, which is massively on the rise, particularly in this challenging year, and providing inspiring places to shop, where customers can always get high-quality service and advice. We see the Serbian market as having great potential, so our focus is still on expansion. There are many towns and cities where we want to be present and to open our stores, so we are actively seeking new, attractive locations. We also plan to renovate part of our existing stores into much more inspiring places for shopping in the Scandinavian style. With the employees that we have and the programmes that we apply to ensure their development, I am convinced that we will succeed.

women and generally younger families. When it comes to choosing a purchase channel, we don’t see a gender-based difference, given that we strive to be flexible and to satisfy the needs of all customer profiles with the breadth of the options we offer.

Also confirming our flexibility is the innovation we are introducing with regard to online shopping. This is the option of OOPUS (order online pick up in store) purchasing with free delivery, which enables the customer to choose to have their online order delivered to a desired store without having to pay the cost of delivery.

It is interesting that when we asked about the top three characteristics that our customers would use to describe JYSK we received uniform answers regardless of gender, and those are affordable prices, a good offer and range, and product quality. And we are especially proud that JYSK has the highest level of recommendations and the highest loyalty index compared to competitors, which confirms that we are working great job.

JYSK has the highest level of recommendations and the highest loyalty index compared to competitors, which confirms that we are working well

Is it true that women prefer to buy in sales salons because they want to feel the fabric and texture of wood under their fingers, to assure themselves that they’ve found the right shade, while men prefer shopping online?

According to the latest research that we conducted for the Serbian market in September 2020, most of our customers are 40

JYSK Serbia has achieved great results for four consecutive years, but what will 2020 be like? What did you invest in the most - your product range, employee education, marketing or something else?

Despite many challenges, JYSK achieved its record turnover in the 2019/20 fiscal year. As is the case with most companies, the Coronavirus pandemic and efforts to deal with its consequences were the main focus during this year. Among other things, our increased turnover is a result of the decision of many customers to invest in their homes, because of the borders closing and many people having prepared to spend summer at home. This is precisely what gave us the opportunity to show what JYSK has to offer and the breadth of our range to even more customers.

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SVETLANA ANĐELIĆ, PRESIDENT OF THE MUNICIPAL ASSEMBLY OF KNIĆ

JELENA OBRADOVIĆ, MP FROM KNIĆ IN THE NATIONAL ASSEMBLY OF THE REPUBLIC OF SERBIA

Knić Municipality

Successful Women Lead

To improve the position of women it is essential to fight against all types of violence against women, to empower women and develop women's entrepreneurial spirit. In the Municipality of Knić, this is also done through the Commission for Gender Equality

The leadership of the municipality wants Knić to become even more developed and accessible for life, for both the youth and older citizens, so that everyone the same chances to progress here.

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How can the rights and position of women in society be improved?

- Although women are undoubtedly a pillar of the family and society, they are still a vulnerable category. In the struggle over violence against women, it is crucial to act preventatively, to create conditions for women’s economic independence, to raise public awareness of the role and rights of women and to develop mutual cooperation between women through networking.

The Commission for Gender Equality has launched an initiative to protect women from hate speech, particularly such speech directed against women who hold public office. In the municipality of Knić we create conditions for the empowerment of women and the development of the entrepreneurial spirit, through gender-responsive budgeting measures and constant education, especially in the field of digital entrepreneurship. The European Charter on Gender Equality has been adopted at the local level, and work is underway on the procedure for drafting a local action plan on gender equality and forming a women’s committee group that would be included in the work of the women’s parliamentary network of the National Assembly of the Republic of Serbia.

Although the municipality of Knić is predominantly a patriarchal environment, a lot has been done on the rights, position and empowerment of women. Are you satisfied with the progress made?

- Apart from the fact that a third of our local parliament is comprised of women and that women hold almost all leading public functions in the municipality, what also distinguishes us is our gender-responsive budgeting, which we’ve been conducting for years already. The economic empowerment and education of women are our priorities, and we’ve also worked on the education of the youth and young married couples, because that is among the key prerequisites for the development of a healthy society. In this way we are building a modern, stable, healthy and developed society, which advances and in which everyone has equal opportunities and equal rights.

Empowers Women Society Forward

lmost all public functions in our municipality are performed by women, because they are more responsible. They are the directors of all schools and public institutions, heads of municipal administration and professional services, reveals Ms Anđelić

Is it true that almost all public functions in the municipality of Knić are performed by women?

- Yes, that’s correct. Women are more responsible and consistent in achieving set goals, more willing to accept compromise. Due to the democratic and inclusive way of governing, women manage in a more efficient way. I’m glad that President Vučić has great trust in women as leaders and that half of the Government of the Republic of Serbia is composed of ladies.

omen must be, and will be, equal carriers of this society, reputed, respected and educated, with equal participation in both political and social life, notes Ms Obradović

You were the first woman from Knić in the history of the post-war period to be elected as an MP in the National Assembly of the Republic of Serbia.

Is that a major responsibility?

- My responsibility is great because I come from the Gruža region, from the heart of Serbia, from the heart of Šumadija, and apart from that I’m also a woman, wife and mother. I am proud of my fellow citizens, because the people of Gruža are honest, heartfelt and proud people, good and hard-working hosts, who are always on the front line in defending their homeland and their region. I’m also proud of them because more than 70% of them voted in support of the SNS list of Aleksandar Vučić - For our children, through which I was elected as an MP. They showed their faith in the results of our electoral list, which is why my dedication and commitment to work is all the greater.

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GENDER EQUALITY

Closing The Gender Gap

REMAINS CHALLENGING

Both the United Nations and the European Union will remain our partners in pursuing gender equality in all aspects of our lives, both digital and traditional.

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he Gender Equality Index, as a composite indicator that measures the complex concept of gender equality, shows how far (or close) the EU and its Member States are when it comes to achieving a gender-equal society. Launched in 2005, as the offspring of the European Institute for Gender Equality (EIGE), the Index produces a score between one and 100. Standing at 67.9 in 2020, it shows that there is still a long way to go before gender equality is achieved in the EU. The Index score has increased by only 4.1 points since 2010, and only 0.5 points since 2017. At such a pace, it would take more than 60 years to achieve gender equality in the EU. Some of these gains were almost wiped out by the Cronavirus pandemic, which posed a serious threat to progress on gender equality. It is therefore more important than ever to promote gender equality in all societies, both during and after the pandemic, and to use the Index as a metric of achievements.

In short, as was spelled out by European Commissioner for

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Equality Helena Dalli, “gender equality must be sought in all areas of life for all Europeans – regardless of their gender”.

According to Dalli, the Gender Equality Index is a crucial tool in this quest because it tracks progress. In that respect, it is worth noting that Serbia was the first country outside the EU to introduce the Gender Equality Index, which helps us in further creating public policies.

This year’s meeting on gender equality, which was held within the scope of the 75th UN General Assembly in New York, provided an opportunity to discuss the significant gender equality results that Serbia has achieved in the past few years. Yet the country, like many around the world, faces violence against women and girls, with more than 300 women having lost their lives as a result of partner and domestic violence over the last decade.

In general, there are many areas in which women’s prospects have to be improved, both in the EU and in Serbia. One such area is certainly the digital world, where we still have to ensure that

EMPOWERED WOMEN

women and girls occupy their fair share of this sector and are encouraged to contribute towards its growth. Women currently face a slightly higher risk of being replaced in their jobs by robots and are under represented in developing artificial intelligence, digital start-ups and high technology products, such as space crafts, fibre optics, lasers and microchips.

Overall, men dominate the development of new technologies across the EU, including work on digital platforms that are reproducing the traditional gender inequalities seen in the offline world. This is one of the topics inbuilt into the EU Gender Equality Strategy that was adopted this year and is also high on the agenda in Serbia.

The EU Strategy sets out key actions for the next five years in several areas that are important for Serbia if the country wants to navigate its way through gender equality issues. One of them is related to improved gender equality in decision-making, as the main driver of progress within the EU. The domain of social power, which measures the engagement of women and men in decision-making in the areas of politics, economics, media, research and sport, accounts for 65% of all progress in the Index since 2010, but it has the lowest score of only 53.5 out of 100.

Next is the representation of women in the field of business, where the greatest improvements have been made due to many women joining the boards of companies in Belgium, Denmark, Germany, Italy, the Netherlands, Finland, Sweden and the UK. Women occupy almost a third of seats on company boards in these countries. France is even better, with a score of 40%, while others have yet to catch up.

One of the biggest problems holding back gender equality at the EU level is segregation in education and work, which later leads to lower paid jobs. Despite efforts to tackle this issue, such as special initiatives to encourage women to study science, engineering or ICT, segregation has actually increased since 2010. Only two of every ten ICT jobs in the EU are held by women, while on the other hand there is a lack of men in the care sector. Throughout the health services of the EU, men account for just 15% of workers in nursing, midwifery and personal care.

Both the previous strategy and the new one aim to give women the same opportunities as men in the workplace, such as equal pay, and to help both men and women strike a better balance between work and other areas of life. Another major priority is to stop violence against women and girls, as well as promoting gender equality in the EU and across the world. The EU also promotes equality between men and women in decision-making positions.

The EU Gender Equality Strategy 2020-2025 sets as its key objectives the following: ending gender-based violence; challenging gender stereotypes; closing gender gaps in the labour

market; achieving equal participation across different sectors of the economy; addressing gender pay and pension gaps; closing the gender care gap and achieving a gender balance in decisionmaking and politics. The Strategy pursues a dual approach of gender mainstreaming combined with targeted actions, while intersectionality is a horizontal principle of its implementation.

While the Strategy focuses on actions within the EU, it is coherent with the EU’s external policy on gender equality and the empowerment of women.

Furthermore, the EU has strongly committed to implementing the UN’s SDGs, in both its internal and external policies. Specifically, Goal 5 aims to achieve gender equality by ending all forms

Throughout the health services of the EU, men account for just 15% of workers in nursing, midwifery and personal care of discrimination, violence and any harmful practises against women and girls in public and private spheres. However, gender also needs to be enshrined in the other SDGs. The European Commission has set up its Task Force for Equality, composed of representatives of all Commission services and the European External Action Service in order to ensure the concrete implementation of gender mainstreaming at the operational and technical levels, in addition to the key actions listed in the Gender Equality Strategy. The Strategy also includes initiatives to promote gender equality outside the EU. When it comes to Serbia, Minister Zorana Mihajlović, President of the Coordination Body for Gender Equality, recently announced that, in the period ahead, we will pay special attention to the promotion of a culture of non-violence, the fight against gender stereotypes and the strict application of gender principles in all public policies. In that process, as has been the case to date, the UN and the EU will remain our partners.

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