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SPECIAL EDITION SWITZERLAND 2026

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Contents 08 Swiss Chairing the Osce H.E. Anne Elisabeth Lugon-Moulin

Swiss Ambassador to Serbia

12 Knowledge Is the New Advantage Ana Govedarica

Swiss-Serbian Chamber of Commerce

16 Learning for the World of Work Mirjana Kovačević

Chamber Business Academy, Chamber of Commerce and Industry of Serbia

17 Keeping Aviation Moving

Milena Gajović Shrestha SR Technics Services

18 Supporting Growth, Creating Quality Jobs

Poliklinika Primea Bulevar kralja Aleksandra 142, Beograd 011 4391999 www.primea.rs Specialties: Internal Medicine, Pediatrics, Gynecology

Aleksandar Goračinov SME Hub Project

20 C loser to Home, Wherever You Are TELEKOM GROUP

22 Engineering a More Sustainable Future ABB Serbia

23 Partnerships That Build Sustainable Communities

Be there for the moments that matter. We’ll be there for your health.

24 From Engineering Excellence to Real-World Impact

Milica Đurić Jovičić ICEF

26 Same Expertise. New Freedom. Eleven Controls

27 25 Years of Partnership and Innovation Gorica Jević Gorica Jević Sika Serbia

30 B etween Temperament and Restraint Tamara Andjus artist

Helvetas

SWITZERLAND 2026

COMMENT

Beyond the Anniversary After 110 years of diplomatic relations, ties between Switzerland and Serbia are broad enough to be measured not by ceremony, but by their capacity to produce lasting economic, institutional and social value nniversaries inevitably invite a look backwards. Yet 110 years after Serbia and Switzerland established diplomatic relations, the more interesting question is what this relationship is capable of delivering next. There is a substantial base on which to build. Annual trade in goods has reached around one

billion Swiss francs, making Serbia Switzerland’s most important economic partner in the Western Balkans, while around 600 Swiss companies are active in Serbia. At the same time, a Serbian community of some 130,000 people lives in Switzerland, creating a human connection that extends far beyond official diplomacy. The state visit of Swiss President Guy Parmelin to Belgrade this April

Mature partnerships do not require constant declarations of friendship, but continuity, mutual interest and enough confidence to address difficult questions

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gave the anniversary political visibility, but its more important outcomes were practical: a new bilateral innovation programme, the launch of the 2026–2029 Cooperation Programme and agreement to establish a regular human rights dialogue. The new cooperation programme is worth around CHF 88 million and focuses on democratic local governance and civil society, economic development and employment, and climate change and resilient cities. It follows more than three decades of continuous Swiss cooperation with Serbia and over CHF 650 million in support since 1991. Those priorities also say something important about how the relationship has evolved. Development cooperation is increasingly intertwined with questions of competitiveness, innovation, skills, energy transition and the quali-

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ty of institutions. This is appropriate for a relationship between two economies whose links have become more sophisticated – and for a Serbia whose longerterm prospects depend less on individual projects than on the quality of the environment in which businesses, institutions and citizens operate. There is room for greater ambition. Trade has crossed an important threshold, but Serbia’s 2025 goods exports to Switzerland amounted to only €273 million, compared with imports of almost €752 million. Innovation cooperation offers an opportunity to broaden that relationship beyond conventional investment and trade, particularly by connecting research, entrepreneurship and industry. The political dimension should not be treated as secondary. Switzerland’s support for Serbia’s European integration,

accountable institutions and an engaged civil society reflects areas in which progress cannot be measured simply in euros or francs. The newly established human rights dialogue adds another channel for discussing questions on which partners need not always agree in order to engage seriously. That may ultimately be one of the advantages of a relationship that has lasted 110 years. Mature partnerships do not require constant declarations of friendship. They require continuity, mutual interest and enough confidence to address both opportunities and difficult questions. Switzerland and Serbia today have all three. The task for the years ahead is therefore less about celebrating the durability of their relationship than ensuring that longevity continues to produce something of value.

INTERVIEW

EXCLUSIVE

Swiss Chairing the Osce As Serbia prepares for a new electoral cycle, it’s important that conditions allow for broad political participation and reinforce public confidence in the electoral process. In that regard, the implementation of OSCE/ODIHR recommendations related to elections in Serbia is critical. Some important laws pertaining to those recommendations were recently passed in the Serbian Assembly, which we evaluate positively. Switzerland is this year chairing the OSCE and sees the ODIHR recommendations as a practical roadmap to further strengthen the electoral framework, including election administration, the media environment and the transparency of the process ~ Anne Elisabeth Lugon-Moulin H.E. Anne Elisabeth Lugon-Moulin Swiss Ambassador to Serbia By Ljubica Gojgić

he marking of 110 years of bilateral relations provided an opportunity to reflect on a partnership that today spans diplomacy, trade, innovation, climate cooperation and migration. Serbia is also one of the very few countries with which Switzerland has a migration partnership agreement, providing a framework for regular bilateral dialogue in that field.

Your Excellency, this year marks the 110th anniversary of diplomatic relations between Switzerland and Serbia. How would you assess the state of those bilateral relations today? — We recognised each other during the difficult times of the First World War, which was a strong sign of solidarity and trust. Those bonds have evolved over time into a steadfast partnership, characterised by dialogue, mutual respect and shared commitment. Over the past 110 years, the two countries have maintained diplomatic ties that have developed into a broad and multifaceted partnership. Our cooperation today extends from diplo-

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PARTNERSHIP

COOPERATION

BUSINESS

110 years of diplomatic relations built on dialogue, trust and cooperation

The 2026–2029 programme prioritises governance, economic development, climate and sustainable urban development

Over 600 Swiss companies are present in Serbia, with around 23,000 jobs created by Swiss investment

macy and trade to education, migration and culture, as examples. There has been an acceleration of high-level bilateral visits over the last two and a half years. The Swiss President’s visit to Serbia this April was the epitome of our lasting friendship. Another important dimension of our relationship is the strong connection between our people. The Serbian community in Switzerland, which numbers around 130,000 people and is among the largest diaspora communities in the country, represents an important bridge between our two societies. The 50 flights per week that connect Zurich, Geneva and Basel with Belgrade and Niš reflect the closeness of those ties.

During April’s official visit to Serbia of President of the Swiss Confederation Guy Parmelin, Switzerland described Serbia as its most important partner in the Western Balkans. What does that mean in practical terms? — Stability and prosperity in the Western Balkans are a priority of Swiss foreign policy. We support efforts that strengthen resilience, foster dialogue and contribute to lasting stability and security in the region. At this time of international uncertainty, stable and predictable relations are particularly valuable. Since 1995, Switzerland has invested more than three billion euros in the Western Balkans, as part of its international cooperation efforts. The countries of the region have made significant progress in terms of security, the development of democratic institutions and economic growth. Where stability grows, trust and economic opportunities grow as well. Serbia is today Switzerland’s most important economic partner in the Western Bal-

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kans, and that’s not surprising given that the country functions as a hub of the region for many entities. More than 600 Swiss companies have a presence here; direct investments have totalled around 2.3 billion euros over the past decade, while bilateral trade flows surpassed the one-billion-euro mark for the first time in 2024. This description reflects the depth of our economic bilateral relations. We also enjoy very good cooperation across a wide range of other areas. I will highlight a few examples: in the education sector, Switzerland helped put in place a vocational education system. With regard to innovation and in an effort to boost the Serbian ecosystem, an agreement worth 10 million euros was signed during the President’s visit as an additional support package to what we’ve al-

Stable and predictable relations are particularly valuable at a time of international uncertainty ready done over more than ten years. In the migration sector, Serbia is one of the very few countries with which Switzerland has a so-called “partnership” agreement, which entails a regular dialogue and support to various projects. President Parmelin’s April visit provided an opportunity to discuss how Switzerland and Serbia can build on this existing cooperation, particularly in areas where we see clear potential for further engagement and where our respective experience and expertise can complement each other. With a newly launched bilateral human rights dialogue, we are taking another important step.

Switzerland has maintained a strong presence in Serbia for decades, with its support evolving from humanitarian assistance to fostering innovation and strengthening good governance. What would you highlight as the key priorities of the Switzerland–Serbia Cooperation Programme for 2026–2029? — Switzerland was one of the few donor countries to start its long-term humanitarian/international cooperation presence during the wars of the 1990s. For decades, we have supported Serbia’s reform efforts, its economic development and its sustainable transformation. Our commitment reflects our belief in the country’s potential and in our shared future. The 2026–29 Cooperation Programme for Serbia focuses on democratic governance, economic development, climate change and sustainable urban development. As a worldwide leader of innovation, we can bring specific expertise regarding what works and foster valuable connections. With our new Swiss-Serbian Innovation Programme, we envisage more additional capacity building activities, the launching of a grant scheme to better commercialise research with the Innovation Fund, and the continuation of our longstanding cooperation with Science and Technology Park Belgrade. Key elements of our private sector development portfolio of projects include support to Serbian small and medium-sized enterprises, boosting SMEs’ access to international markets, improvements to the business environment and sound public financial management, as well as sustainable urban planning. Supporting the green transition – with a focus on the decarbonisation of the economy, energy efficiency and climate adaptation meas-

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ures – is another important pillar of our activities. Within the framework of previous engagements, Switzerland contributed to improving local service delivery and strengthened democratic governance in more than 50 per cent of Serbia’s municipalities. Empowering local governments and encouraging citizen participation has therefore been one of our lines of action for many years.

With reference to last year’s record levels of bilateral trade, which exceeded a billion euros, President Parmelin noted that attracting Swiss companies to Serbia depends on the rule of law, fair legal procedures, and open and transparent public procurement processes. How would you assess Serbia’s progress in these areas? — \Trade relations between Switzerland and Serbia continue to grow, with bilateral trade in goods reaching €1.1 billion and services €1.6 billion last year, making Switzerland Serbia’s fourth largest trading partner in services. There has been an existing free trade agreement between our countries for more than a decade. Between 2010 and 2025, Swiss companies invested around €2.6 billion in Serbia, creating around 23,000 jobs in the process. Serbia remains an attractive market, but continued progress on the rule of law, judicial efficiency, regulatory predictability and open public procurement processes would further strengthen investor confidence and attract even more Swiss companies. Switzerland has based its own prosperity on sound economic framework conditions, like free and fair competition, open markets, the multilateral order and the rule of law. We believe that, for small countries, those conditions are integral parts of a conducive environment. There are reports from Washington that some countries might reduce their military presence in Kosovo. Is Switzerland considering a similar move, given that your soldiers are part of the KFOR mission (Swisscoy)?

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— Switzerland’s position is that KFOR remains important for security and stability. The current 215 Swiss military personnel deployed in the Swisscoy mission is our contribution to this joint international endeavour. That mandate runs until 31st December 2026, but the Swiss Federal Council has submitted a request to the Swiss Parliament to keep Swisscoy active in Kosovo, and even to increase our contingent up to 300 persons. The Parliament approved this request in June. Therefore, Switzerland will increase its military presence in Kosovo, rather than decreasing it.

How would you assess the current state of media freedom and political pluralism in Serbia, at a time when the country is preparing for a new election cycle? — Political pluralism is central to the credibility of any electoral process. As

Serbia is today Switzerland’s most important economic partner in the Western Balkans Serbia prepares for a new election cycle, it is important that the conditions allow for broad political participation and reinforce public confidence in the electoral process. In that regard, the implementation of the OSCE/ODIHR recommendations related to elections in Serbia is of critical importance. Some important laws pertaining to those recommendations have recently been passed in the Serbian Assembly, and we value this positively. Switzerland holds the OSCE Chairpersonship this year and we see the ODIHR recommendations as a practical roadmap to further strengthen the electoral framework, including election administration, the media environment and the transparency of the process. Their implementation can help build confidence among political actors and citizens alike. We therefore encourage continued dialogue and cooperation among all relevant stakeholders. While media pluralism exists,

media freedom continues to face challenges, including when it comes to hate speech, inflammatory rhetoric and attacks against journalists. We remain engaged in a constructive dialogue with our various partners to address concerns raised by journalists, media associations and government entities.

You also serve as ambassador to Montenegro. Do you believe that country is on the threshold of joining the European Union, and what will ultimately determine the pace of its accession process – its fulfilment of membership criteria or broader geopolitical considerations? — Whether Montenegro is ready to join the European Union is ultimately for the European Union and its member states to determine. The Western Balkan region’s stability and its European integration are a priority of our foreign policy. Switzerland is not an EU member state, but we believe that the European integration of Western Balkan countries would bring more prosperity and stability to the region. This is in the interest of everyone on the European continent. From Switzerland’s perspective, we welcome reform efforts related to the rule of law and the economy, as well as the fight against transnational crime, which have been undertaken by the government of Montenegro. Those endeavours matter because they strengthen the way public institutions work and, in return, have led to more investments, which ultimately translate into more prosperity for the people. In 2024, Switzerland ranked as the 5th foreign direct investor in Montenegro. This shows not only the potential of Montenegro, but also the strength of the Swiss economy. We are supporting Montenegro in the field of vocational education training through a regional project aimed at investing in technical schools in the Western Balkan region. At the same time, we are also one of the main contributors to the Montenegro Acceleration Fund, which is being managed by the United Nations Office in Podgorica.

SWITZERLAND 2026

INTERVIEW | ANA GOVEDARICA PRESIDENT OF THE SWISS-SERBIAN CHAMBER OF COMMERCE

Knowledge Is the New Advantage Serbia has an opportunity to move beyond the traditional investment destination model and become a partner to Swiss companies in knowledge-based industries, with particularly strong potential for future cooperation in biotechnology, digital health and advanced technologies 12

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t a time of geopolitical uncertainty and rapid economic change, stability, innovation and long-term planning are more important than ever. Ana Govedarica, President of the Swiss-Serbian Chamber of Commerce, sees considerable scope for Serbia to strengthen its position in knowledge-based industries, while emphasising that transparency, the rule of law and a predictable business environment are essential to attracting more sophisticated investments.

The past year has brought significant geopolitical and economic changes affecting international trade and investment. How are the priorities of the Swiss-Serbian business community changing in this environment? — Amid global instability, the priorities of the Swiss-Serbian business community are naturally shifting from pure cost optimisation towards building resilient, viable and sustainable supply chains. Swiss investors traditionally favour stable environments, bringing greater focus to moving production and partnerships closer to home markets.

For our business community, this means prioritising process digitalisation, risk diversification, energy efficiency and strict compliance with ESG standards. Serbia remains an attractive destination in this equation, but further progress is expected in transparency, the rule of law and creating a predictable business environment capable of meeting complex international requirements.

Serbia should no longer offer only labour, but knowledge and high added value Switzerland has for decades been synonymous with stability, innovation and long-term planning. How important are these values today for companies operating in Serbia? — In times of rapid change, Swiss values are not merely a business philosophy, but a key mechanism for weathering crises. Stability provides an essential anchor during market fluctuations, innovation enables companies to remain relevant, while long-term planning prevents ad hoc decisions that could jeopardise business.

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For companies operating in Serbia, adopting this model means moving from short-term responses to market opportunities towards building sustainable business systems. Through the Swiss-Serbian Chamber of Commerce, we seek to promote these values and help the local ecosystem adopt standards that ensure stability regardless of external challenges. Serbia continues to attract foreign investment, but there is increasing emphasis on attracting development centres, research and high-tech projects. What is needed to make this qualitative leap? — To make this leap, we need to change the narrative – Serbia should no longer offer only labour, but knowledge and high added value. This transition rests on three key pillars: • Stronger synergy between science and business: We need deeper integration of universities and research centres with the business sector, following the Swiss model, such as ETH Zurich. • Intellectual property protection and the regulatory framework: High-tech projects require the highest level of legal certainty. • Dual education and continuous learning: The Swiss dual education system, which we are already successfully applying, must be further adapted to the needs of Industry 4.0 and 5.0, focusing on biotechnology, AI and R&D in healthcare and technology. European competitiveness today depends on the pace of innovation, digitalisation and human capital development. In which areas could Serbia become a reliable partner to Swiss companies over the next decade? — Serbia has exceptional potential to become a reliable partner in the transition to a knowledge-based economy. The ICT sector has already demonstrated its strength, but the next level is biotechnology, pharmaceutical R&D and biomedicine. With projects such as the BIO4 Campus, Serbia is clearly signalling where it sees its future, and this aligns perfectly with Switzerland’s leadership in the life sciences. Advanced industrial automation, green energy and sustainable agriculture also offer areas where Serbian engineering talent and Swiss technology and capital can deliver outstanding results. Sustainability is no longer a matter of reputation, but of competitiveness. How prepared are companies in Serbia for the new European regulatory reality, and where do you see the greatest challenges in the coming years? 14

— New European regulations, such as the CSDDD on supply chain due diligence and the CBAM carbon levy, set demanding standards. Companies in Serbia – particularly those integrated into global supply chains – must adapt quickly, as sustainability is becoming a direct condition for accessing EU and Swiss markets. The greatest challenges are faced by small and medium-sized enterprises (SMEs), which often lack the resources and capacity to handle complex reporting procedures and process decarbonisation. This is where I see a role for our Chamber: through education, knowledge transfer and the examples set by our large member companies, we can help local suppliers transform their operations in time. EXPO 2027 is bringing Serbia to the attention of the international business community. How should this opportunity be used to strengthen long-term economic cooperation between Serbia and Switzerland? — EXPO 2027 should not be viewed merely as an exhibition or infrastructure project, but as a catalyst for long-term business partnerships. It offers a platform to promote Serbia as the region’s innova-

Biotechnology and digital health could become a new major chapter in Swiss-Serbian cooperation tion hub. This opportunity should be used to organise targeted B2B meetings and business missions, and to showcase concrete investment projects in smart cities, infrastructure, environmental protection and technology. Switzerland is a global leader in sustainable urban solutions and organisation – connecting our companies as part of EXPO preparations will create a network of partnerships that can endure for decades after the event itself. If you had to identify one area in which Swiss-Serbian cooperation could make the greatest leap over the next five years, what would it be and why? — Without doubt, the life sciences and biotechnology, closely linked to digital health. Switzerland is a global powerhouse in healthcare and pharmaceutical innovation, while Serbia is investing considerable effort and resources in developing its biotechnology ecosystem and has outstanding experts in IT and the natural sciences. Combining these strengths – Swiss experience, capital and global reach with Serbia’s innovation potential and agility – could position our cooperation as an example of success both regionally and across Europe. SWITZERLAND 2026

INTERVIEW | MIRJANA KOVAČEVIĆ HEAD OF THE CENTRE FOR EDUCATION, DUAL EDUCATION AND EDUCATION POLICIES AND DIRECTOR OF THE CHAMBER BUSINESS ACADEMY, CHAMBER OF COMMERCE AND INDUSTRY OF SERBIA

Learning for the World of Work A decade of Serbian-Swiss partnership in dual education is entering a new phase, with more flexible curricula, more workplace learning and skills that keep pace with technological change

rom Serbia’s first dual education profile to modernising curricula for the age of AI and digitalisation, cooperation between the Chamber of Commerce and Industry of Serbia (CCIS) and Swiss partners is helping education respond faster to the needs of business and the labour market.

How has cooperation between CCIS and Switzerland on dual education developed, and what are its main achievements? — Cooperation with Switzerland began in 2015 with the development of Serbia’s first dual education profile – furniture manufacturing operator. This was followed by the Master Plan, a unique instrument for planning, monitoring and improving dual education at the systemic level. Today, Switzerland’s contribution is particularly important in developing modern, flexible curricula fully aligned with the needs of business and the labour market, providing a basis for further progress. How has Swiss experience helped shape a model suited to Serbia? — More than two thirds of young people in Switzerland opt for dual education, whose alignment with business needs is a key factor in growth and development. Serbia has established dual education, but the system is still evolving, making Swiss experience extremely valuable. Employers must be involved not only in implementation, but also in curriculum 16

development, as key professional skills are acquired not only at school, but primarily in the workplace. Curricula must adapt faster and more frequently to the real needs of business if education is to keep pace with the market. How successfully has dual education brought education and business closer together? — Education and business meet through learning in the workplace. Students work with the equipment and technologies

Key professional skills are acquired not only at school, but primarily in the workplace companies actually use, learn how work is organised and develop skills needed for specific jobs. For companies, this means easier recruitment and much shorter onboarding. This is one of the key strengths of dual education – developing skills where they will later be applied, bringing tangible benefits to both sides. What is the current DualVET Serbia project focused on and what benefits does it bring? — DualVET Serbia is implemented by CCIS with the Austrian Federal Economic Chamber, ibw, SFUVET and ZUOV, with financial support from Switzerland and Austria. It focuses on three ar-

eas: the right balance between general and vocational education to enable further study, more workplace learning and early career guidance. For young people, this means better career choices, more practical learning and a clear path to further education. For companies, it means greater influence on skills development, earlier contact with future employees and easier recruitment of trained staff, reducing training costs. How do you see the future of dual education amid technological change, and what role can the partnership with Switzerland play? — AI and digitalisation are not eliminating skilled professions, but transforming them and increasing demand for new technical skills. Dual education enables young people to adapt to rapid technological change faster than traditional school-based education. This is where the partnership with Switzerland is particularly valuable. Its approach to curriculum development starts from real workplace situations and skills identified by business. Through cooperation and mentoring with the Swiss SFUVET team, together with colleagues from education, we have worked to modernise our curricula so that this workplace reality is reflected in programmes in Serbia. This approach enables education profiles to keep pace with technological change and actual labour market needs – essential to economic competitiveness. SWITZERLAND 2026

INTERVIEW | MILENA GAJOVIĆ SHRESTHA

GENERAL MANAGER, SR TECHNICS SERVICES

Keeping Aviation Moving Milena Gajović Shrestha, General Manager, SR Technics Services, discusses the company’s continued growth in Serbia, the importance of talent development and the role of innovation in supporting the future of aviation maintenance

wiss investment has played an important role in the development of Serbia’s aviation sector. As part of the global SR Technics network, the Belgrade centre has grown into a strategic hub, combining Swiss standards with local expertise to support customers worldwide.

How has the Belgrade centre become such an important part of SR Technics’ global network, and where do you see its future potential? — With more than 90 years of aviation experience, SR Technics is one of the world’s leading independent MRO providers.

success. Strong local talent, technical expertise and an international working environment have been key to our success. Looking ahead, we see further opportunities to expand our capabilities, support innovation and strengthen our role as the aviation industry continues to evolve. How is SR Technics responding to rapid technological change and growing demand for MRO services? — The aviation industry is changing rapidly, and SR Technics continues to invest in both capacity and innovation. A recent milestone was the opening of our new engine maintenance facility in Bad Zurzach, Switzerland, alongside our existing Zurich location, that further strengthens our engine maintenance capabilities. Operating from two locations close to Zurich Airport,

The quality of our people, together with our commitment to their continuous development, remains the cornerstone of SR Technics’ long-term success and future growth Since opening in Belgrade 11 years ago, our centre has become an integral part of the global organisation thanks to the expertise built over the past decade and the professionalism of our people. Today, more than 330 highly skilled professionals work from Belgrade, collaborating with colleagues across our international network and supporting projects worldwide. This combination of expertise, technical excellence and an international working environment has been key to our cordmagazine.com

supported by two engine test cells, further enhances our operational flexibility and capacity. At the same time, we are exploring how digitalisation and artificial intelligence can improve efficiency while maintaining the highest standards of quality, safety and reliability. Continuous learning also remains a priority. Over the years, SR Technics Services has successfully taken over the majority of the company’s shared service and administrative functions, further

strengthening its role within the global organisation. How do you combine Swiss standards with local expertise, and how important is talent development to your competitiveness? — Our people are our greatest strength and the foundation of our success. Combining Swiss standards with local expertise begins with investing in employees and creating an environment where they can develop both professionally and personally. We support this through technical training, leadership programmes and continuous learning opportunities, while also promoting employee well-being and work-life balance. We believe professional development goes hand in hand with personal well-being, which is why we complement these programmes with initiatives focusing on mental health, personal development and sport. A good example is the SR Technics Training Academy, our internal programme dedicated to employee training, skills development and knowledge sharing across the organisation. Colleagues from Belgrade are not only participants but also active members of the global project team shaping this initiative. The quality of our people, together with our commitment to their continuous development, remains the cornerstone of SR Technics’ long-term success and future growth. 17

INTERVIEW | ALEKSANDAR GORAČINOV DIRECTOR OF THE SME HUB PROJECT

Supporting Growth, Creating Quality Jobs By helping small and medium-sized manufacturing companies improve their business organisation, strengthen competitiveness and meet the standards of large corporations, the SME HUB project is contributing to a more resilient, innovative and internationally connected manufacturing sector in Serbia s European companies increasingly seek reliable regional suppliers, the competitiveness of Serbian SMEs is becoming one of the key drivers of sustainable economic growth. Through the Swiss-supported SME HUB project, manufacturing companies in Serbia are strengthening their organisational capacities, improving competitiveness and creating the conditions needed to join international value chains. We spoke with Aleksandar Goračinov, Director of the SME HUB Project, about its achievements, the challenges facing Serbian industry and the opportunities emerging through new partnerships.

SME HUB visit to a potential beneficiary

SME HUB has evolved beyond a traditional support programme and is increasingly positioning itself as a platform for strengthening the competitiveness of Serbian companies. How well prepared are Serbian SMEs today to meet the standards of large multinational companies, and where do you still see their greatest weaknesses? — Our experience shows that Serbia has a large number of manufacturing SMEs with expertise, high-quality products and strong growth potential. What most often prevents them from working with multinational companies is not technology,

but the way they are organised. Large corporations today are looking not only for a good product, but for reliable partners with well-structured processes, clear procedures, consistent quality, responsible people management and a commitment to continuous improvement. This is precisely where SME HUB delivers the greatest value. Our objective is not simply to help companies meet a particular standard, but to build long-term capabilities that make them more competitive, resilient and ready to integrate into international value chains. When a domestic company becomes a trusted

When a domestic company becomes a trusted partner to major corporations, the benefits extend far beyond the business itself, strengthening the local economy, creating quality jobs and supporting sustainable economic growth 18

partner to major corporations, the benefits extend far beyond the business itself, strengthening the local economy, creating quality jobs and supporting sustainable economic growth. Switzerland has consistently demonstrated its commitment to sustainable economic development, innovation and strengthening the competitiveness of the Serbian economy. How important is this continuity of support for manufacturing SMEs, and what should be the next step in Serbia’s economic transformation? — Continuity is one of the key prerequisites for meaningful economic transformation. Improvements in business organisation, digitalisation, workforce development and manufacturing processes cannot happen overnight. This is why the support of Switzerland, trough the Swiss Agency for Development and Cooperation is so important. SWITZERLAND 2026

So far, SME HUB has worked with 36 manufacturing SMEs. The total value of their transformation projects has exceeded CHF 2.8 million, while more than 20 large domestic and multinational companies have joined the initiative. When SMEs improve their processes, quality, efficiency and human resource management, they become more competitive and better positioned for growth. That growth translates into new jobs, greater job security and better working conditions. After almost three years, we can already point to tangible results. Companies participating in SME HUB have secured new or expanded contracts with large domestic and multinational companies worth more than CHF 9.9 million. We therefore see SME HUB as a model that contributes not only to the development of individual businesses, but also to building a stronger and more competitive manufacturing sector in Serbia. In recent years, supply chain shortening and the regionalisation of manufacturing have become major topics, particularly following global geopolitical and logistical disruptions. Does Serbia now have an opportunity to position itself as a more reliable manufacturing partner for European companies, and what role does SME HUB play in this process? — I believe this is one of Serbia’s most important development opportunities. European companies now place far greater value on the reliability, flexibility and proximity of their suppliers. It is also encouraging that major corporations increasingly recognise that developing local suppliers is in everyone’s interest. Partnerships between international companies, domestic manufacturers and development institutions such as the Swiss Agency for Development and Cooperation are among the most effective ways of strengthening the resilience and competitiveness of the local economy. Our role is to help Serbian SMEs turn this opportunity into concrete business partnerships and commercial contracts. Digital transformation is no longer a matter of competitive advantage, but of survival. Yet many SMEs still struggle cordmagazine.com

with organisational capacity, process management and technological adaptation. How have the challenges facing Serbian companies changed since the project was launched in 2023? — Today’s challenges are much more clearly defined. At the beginning, many companies viewed digitalisation simply as purchasing new software. They now increasingly understand that technology alone cannot solve problems if processes, organisation and management are not already in place. That is why SME HUB takes a comprehensive approach to transformation. We work with companies on strategy, organisational development, employee development and production improvement before selecting technological solutions.

We see transformation as a process of organisational change in which technology is an enabler rather than an end in itself. Only when people, processes and management have been strengthened can digital solutions deliver their full value. After three years of working with a large number of manufacturing companies, you have gained unique insight into the needs of the sector. Is the way SMEs think about their own development changing? — I believe this is one of the most significant changes we have witnessed. We are increasingly working with companies that want to build long-term development strategies and understand that competitiveness is not a one-off investment but a process of continuous improvement. Equally important is the growing willingness among companies to exchange knowledge and learn from one another. In the long run, the greatest value of programmes like SME HUB lies not only in the number of companies supported, but also in creating the conditions for new jobs, higher productivity and the long-term competitiveness of Serbia’s economy. Once business owners change their mindset, companies begin investing in improving their operations, sharing knowledge and building partnerships with major corporations. That is when transformation becomes truly sustainable. BUSINESS

TELEKOM SRBIJA GROUP

Closer to Home, Wherever You Are With an expanding presence across the DACH region, Telekom Srbija Group is building a global diaspora ecosystem that combines telecommunications, content and digital services with a strong local presence s MTEL Germany prepares to open its 10th shop in Germany, this time in Frankfurt, Telekom Srbija Group is strengthening its presence across the DACH region and advancing its broader strategy to connect the global diaspora with the region through telecommunications, content, digital services and new partnerships. Telekom Srbija Group is taking another important step in strengthening its presence among the diaspora in Europe. On 3 September, MTEL Germany will open its 10th shop in Germany, at Pfingstweidstraße 9b in Frankfurt, close to the Consulate General of the Republic of Serbia. Following the opening of its Offenbach shop earlier this year, the new Frankfurt location marks another milestone in MTEL’s expansion across

Germany. Situated in an area with a strong community from Serbia and the wider region, it reflects MTEL’s commitment to being closer to its customers and the communities it serves. But the Frankfurt opening is about more than expanding a retail network. It forms part of a broader strategy to build a global ecosystem for the diaspora and create new ways for people to remain connected to home, family, culture and the region they come from.

DACH at the Heart of the Strategy Germany, Austria and Switzerland are among the Group’s most important international markets. MTEL Germany, MTEL Austria and MTEL Switzerland are expanding their presence across the region, offering communication services alongside television and digital content. The strategy combines a strong local presence with digital development. Physical shops provide direct contact with customers and communities, while digital platforms allow Telekom Srbija Group to reach audiences far beyond markets where it has a physical footprint. The Frankfurt shop exemplifies this approach, bringing MTEL closer to one of Europe’s largest diaspora communities while strengthening the Group’s long-term presence in Germany. DACH also represents much more than a diaspora market. Germany, Austria and Switzerland are highly developed economies and important centres of business, innovation and international connectivity, creating opportunities beyond traditional telecom services.

Connecting the Region with the World Today’s diaspora is a global community connected through language, culture, family and heritage. With operations across 15 markets and

Beyond Connectivity Customers increasingly expect more than reliable connectivity – they want content, digital services and seamless experiences that fit their everyday lives. Telekom Srbija Group is respond-

The ambition is to create an experience that is both local and global – providing services where customers live while keeping home within easy reach

more than 14 million subscribers, Telekom Srbija Group has built an international footprint that provides a strong foundation for further growth. A key focus is on markets with large communities originating from Serbia and the wider Balkans, particularly Germany, Austria and Switzerland. The addressable global diaspora from the region is estimated at approximately 10–15 million people, representing significant potential for services that go beyond traditional telecommunications and reflect how these communities live, communicate and consume content today.

SWITZERLAND 2026

BEZ BRIGE.

MTEL KOMMT IN DEINE STADT!

language is another way to maintain a connection with the region. The ambition is to create an experience that is both local and global – providing services in the country where customers live while keeping the region they identify with within easy reach.

Wir eröﬀnen eine neue Filiale in der Pﬁngstweidstraße 9b, 60316 Frankfurt am Main, Germany

Physical shops provide direct contact with customers and communities, while digital platforms extend the Group’s reach far beyond its physical footprint ing by evolving from a traditional telecommunications operator into a next-generation telco and digital company. Content is a key part of this transformation. Through its television and digital platforms, the Group offers news, entertainment and sports of particular relevance to audiences living abroad. For someone living thousands of kilometres from Serbia, following events at home, watching a favourite team or accessing content in their native cordmagazine.com

A New Season in Frankfurt The opening of the Frankfurt shop on 3 September will also launch MTEL Germany’s autumn customer campaign, extending the occasion into a month-long celebration of connection. Throughout September, every new postpaid customer who signs a contract with MTEL Germany will receive six months of TV service free of charge, providing not only reliable connectivity but also continued access to content that keeps them connected to home. On opening day, customers visiting the new Frankfurt shop will also have the opportunity to take part in prize games and win special gifts, turning the launch into an occasion to meet and celebrate with the local community. Together, the new shop and September campaign reflect MTEL’s approach to the diaspora: combining a strong local presence with services and experiences that make connections to the region closer and more accessible. Global Vision, Local Understanding The Frankfurt shop is a tangible example of Telekom Srbija Group’s broader international strategy: combining global ambition with local understanding. As MTEL continues to expand across the DACH region, the Group is building more than a network of telecom services. It is creating new touchpoints with customers, viewers, partners and communities – connecting people living abroad with the region they call home. Because today, connection is no longer defined by geography. It is the ability to keep what matters close, wherever in the world you may be. 21

Engineering a More Sustainable Future ABB Serbia combines global innovation with local expertise, helping industry, infrastructure and utilities accelerate the energy transition through electrification, automation and digital technologies he world is in the midst of an accelerating energy transition. Rising demand for electricity, the expansion of data centres, the digitalisation of industry and the growing share of renewable energy sources are transforming the way we design, build and operate energy and industrial systems. In this environment, technological innovation is no longer simply a competitive advantage – it is becoming a prerequisite for sustainable growth. As part of the global ABB Group, ABB Serbia has been bringing world-class electrification and automation technologies to the local market for more than two decades. Through its Electrification and Motion Business Areas, the company works with customers across the industrial, energy, infrastructure and commercial sectors, supporting them throughout the entire project lifecycle – from engineering and commissioning to servicing, modernisation and digital solutions. “Serbia today is a market with significant growth potential. Investment in energy, infrastructure and industry is creating opportunities to deploy advanced technologies that deliver greater reliability, efficiency and sustainability. Our goal is not simply to supply equipment, but to

build long-term partnerships with our customers and develop solutions tailored to their specific challenges and needs,” says Nenad Dlačić, Electrification Marketing & Sales Manager. One of today’s key challenges is how to meet growing demand for electricity while simultaneously improving system reliability and reducing environmental impact. This is why ABB directs a significant share of its global investment towards developing technologies that bring together electrification, digitalisation and sustainability. This year, at the ABB Serbia Technology and Innovation Forum 2026, the company showcased the new generation of SACE Emax 3 low-voltage air circuit breakers, in-

Our goal is not simply to supply equipment, but to build longterm partnerships and develop solutions tailored to our customers’ specific challenges and needs

telligent SF₆-free UniSec Air medium-voltage switchgear, solutions for the digitalisation of power systems, predictive maintenance and energy efficiency, as well as future-ready motor and drive solutions and advanced technologies that enable more efficient energy use. “At ABB, we recognise that decarbonisation and energy efficiency are achieved not only through advanced technologies, but also through strategic partnerships. Together with our partners, we implement solutions such as IE6 hyper-efficient motors, advanced automation systems and cloud-connected digital powertrain services, all designed to meet the highest performance and sustainability standards. This collaborative mindset is embedded in our ‘Engineered to Outrun’ strategy, which encourages industries not simply to increase production, but to push beyond existing limits in productivity, efficiency and sustainability,” says Milan Jevremović, Local Business Area Manager, Motion. With more than 140 years of engineering heritage, ABB continues to combine technology, sustainability and close customer collaboration, supporting the development of a more competitive and sustainable Serbian economy. SWITZERLAND 2026

HELVETAS

Partnerships That Build Sustainable Communities Social change cannot be sustainable if it relies on a single source of support. Its impact grows when citizens, civil society organisations, companies and institutions come together around a shared goal, each contributing their own resources, expertise and sense of responsibility

hrough the ACT For An Active Civil Society Together project, implemented by Helvetas Serbia and Civic Initiatives with the support of the Swiss Government, civil society organisations across Serbia have developed diverse models of sustainability. They have moved beyond donor funding and established partnerships with the private sector, local communities and citizens. In this process, the principles of environmental, social and governance (ESG) responsibility are playing an increasingly important role. For civil society organisations, cooperation on the social pillar – and increasingly the environmental one – means partnering with companies to address specific challeng-

Crowdfunding has also become an increasingly important sustainability tool, allowing large numbers of individuals to support specific initiatives through small online donations. Campaigns launched by ACT-supported organisations have shown that fundraising is not only about raising money, but also about mobilising citizens to address local challenges. Creative cam-

Sustainability is not simply about funding, but about a community’s ability to recognise a shared interest and turn it into meaningful action es, generate measurable social impact and deliver meaningful change within communities. One practical example is Helvetas’ cooperation with Visa and Payten, through which ACT partner organisations have been provided with POS terminals for cashless donations. This model reflects the growing shift away from cash payments and enables organisations to make fundraising simpler, more accessible and more transparent. cordmagazine.com

paigns have raised funds to support women survivors of violence, empower women farmers and assist children living with rare diseases. At the same time, cultural events, charity initiatives, community bazaars and pub quizzes bring people together around important social issues while creating sustainable local fundraising models. Another example of partnership with companies seeking to strengthen their social impact is Helvetas’ cooperation with IKEA Serbia within the RECONOMY pro-

gramme, funded by the Swedish International Development Cooperation Agency (Sida). The partnership responds to the need of a major business to connect with local small and medium-sized enterprises, with particular focus on social enterprises, operating according to circular economy principles. Its objective is to identify and strengthen promising circular businesses, helping them develop cooperation in reuse, repair, repurposing and waste valorisation, while creating new green economic opportunities for women, young people and other underrepresented entrepreneurs. What these models have in common is the understanding that sustainability is not merely a financial issue, but the capacity of communities to identify, initiate and finance the changes that matter to their future. This is the foundation of Helvetas’ approach. Whether through citizens donating via POS terminals, communities supporting crowdfunding campaigns or companies entering strategic ESG partnerships, each of these actions contributes to building a society where change is not simply expected from others, but created together. BUSINESS

INTERVIEW | MILICA ĐURIĆ JOVIČIĆ PHD, MANAGING DIRECTOR, ICEF

From Engineering Excellence to Real-World Impact From AI and advanced engineering to European research partnerships, ICEF is turning academic expertise into practical solutions while building stronger links between Serbian science, industry and the European innovation ecosystem

ICEF

expertise for each project. For our partners, that means access not only to a single team, but to a much broader knowledge base that can be shaped around the problem they need to solve.

or two decades, the Innovation Center of the School of Electrical Engineering, University of Belgrade (ICEF), has been connecting academic expertise with industry and technology development. Director Dr Milica Đurić Jovičić discusses the Center’s growing focus on AI, its links with the European innovation ecosystem, and why Switzerland’s culture of excellence offers particular inspiration for future cooperation.

ICEF marks 20 years this year. How has the original vision evolved, and what defines ICEF today? — As we celebrate this important anniversary, our results fully justify the vision behind ICEF’s creation: to turn the knowledge and engineering strength of the School of Electrical Engineering, University of Belgrade, into technologies with real-world impact. What excites me most about ICEF is how we bring together academic excellence, experienced engineers and real industry challenges, taking ideas from research and proof of concept to working systems. In 2025 alone, we delivered 51 projects, with nearly 60% of our revenue coming from industry collaboration. That confirms the original vision: ICEF has grown into a trusted R&D partner, turning advanced engineering into solutions that create real value in Serbia and internationally. 24

How does ICEF bring together the right expertise for complex R&D and industry challenges? — One of ICEF’s greatest strengths is flexibility. We build teams around the problem, drawing on our core staff, the broader academic expertise of the School of Electrical Engineering and external specialists when needed. In 2025, 92 experts and associates contributed to our projects, spanning software and AI, automation, biomedical engineering, electronics, telecommunications, energy and other fields. This allows us to approach complex challenges from several angles and combine the right scientific and engineering

What kinds of real-world systems and challenges does ICEF work on today? — Our work ranges from AI systems and advanced industrial software to something as unexpected as melting lunar dust for future space applications. We develop LLM- and NLP-based solutions for Serbian-language content, decision-support systems for air traffic planning, predictive models and large-scale data platforms, as well as software for complex industrial and public-sector processes. Our teams also work on intelligent control and automation – from assistive systems for thermal power plants to smart distillation – and on biomedical technologies for advanced diagnostics, IoT and smart-city applications. It may sound like an unusually eclectic portfolio, but that is precisely one of ICEF’s strengths. Being able to contribute to solving such different problems is deeply rewarding – it brings out the best in engineering: creativity, discipline and the pursuit of excellence. Which technology areas are shaping ICEF’s work today, and how does European collaboration strengthen that work? — AI is becoming one of the strongest areas of our R&D work, alongside software engineering, data, automation and signal processing, biomedical technologies, SWITZERLAND 2026

IoT and smart environments. We develop solutions for companies and public institutions while also participating in European initiatives supported by Digital Europe and EuroHPC. ICEF is part of S4AI_HUB, a European Digital Innovation Hub focused on AI, where we work with companies and institutions to test technologies, build capabilities and bring AI into practical use.

– as an engineer and researcher with a PhD in electrical engineering, as founding managing director of the Science Fund, as a member of the Governing Board of Science Europe, and today at ICEF, where research meets industry and application. What matters most to me is not the AI label, but understanding the problem, the system and the data well enough

Meaningful innovation starts with understanding the problem, users and data – even the most sophisticated technology can be the wrong solution We are also a partner in SAIFA, Serbia’s AI Factory Antenna, connecting Serbia with European AI Factories, advanced computing infrastructure and expertise. This reflects our approach: developing technology locally while remaining deeply connected to the European AI ecosystem. Drawing on your experience across research, innovation and high-level management, how do you approach the opportunities and responsibilities that come with AI? — My perspective on AI comes from working across the full innovation chain cordmagazine.com

to choose the right technological path. Even the most sophisticated technology can be the wrong solution; meaningful innovation starts with understanding the problem, users and data. That is particularly important with AI, where technical possibilities are expanding much faster than many organisations’ capacity to apply them wisely. I am also active in European AI discussions, with a strong interest in talent, diversity and responsible deployment. I support Women in AI initiatives in both dimensions: enabling more women to build careers in AI, while ensuring that AI is developed and used fair-

ly, with women properly represented in the data, design and decisions that shape these systems. Switzerland has ranked first in the Global Innovation Index. Which parts of its innovation ecosystem do you follow most closely, and what makes Switzerland particularly inspiring for future cooperation? — What I find particularly inspiring about Switzerland is its culture of taking ideas to an exceptional level of quality. Innovation is not always about creating something the world has never seen before; it can also mean taking a technology, product or experience and making it extraordinarily precise, reliable and well executed. That mindset resonates with me both professionally and personally. I follow Swiss developments in AI, deep tech and science-based entrepreneurship closely, but also longevity and the increasingly interesting intersection of technology and luxury industries. What connects them is a combination of strong science, ambitious entrepreneurship, capital and very demanding standards. For me, that is also what makes cooperation with Switzerland compelling: connecting people and institutions that share the ambition to turn good ideas into something truly excellent. 25

ELEVEN CONTROLS

Same Expertise. New Freedom. After more than two decades in building automation, the team formerly known as SAUTER Building Control Serbia continues its journey under a new name – Eleven Controls. The business framework has changed, but the people, knowledge, experience and commitment to clients remain the same he company our clients and partners knew as SAUTER Building Control Serbia now operates as Eleven Controls – an independent engineering company specialising in building automation, Building Management Systems and energy management. Behind the new name are the same people, decades of experience, hundreds of completed projects and long-standing client relationships. Business continues without interruption, together with our existing contracts, commitments and responsibility for the systems we have designed, implemented and maintained. We see this change not as a departure from our history, but as its natural evolution.

From International Group to Independent Team For more than twenty years, our team developed within the SAUTER organisation, working with the technologies and standards of one of Europe’s most experienced building automation manufacturers. In March 2026, SAUTER Building Control Serbia became Eleven Controls, while our long-standing relationship with SAUTER entered a new phase: Eleven Controls became the official exclusive SAUTER AG partner for Serbia and Montenegro. Clients retain access to SAUTER technologies, expertise and support, now through an independent local engineering company with greater freedom to develop solutions, integrate technologies and respond quickly to market needs. It combines international technology and experience with the flexibility, expertise and responsibility of a local engineering team. A Company Is About People Building automation is about technology, software, controllers, protocols and data. Yet more than two decades in this industry have taught us that every serious project ultimately depends on people – engineers who understand how buildings work and knowledge built through years of designing, programming, commissioning and solving real-world problems. That is why Eleven Controls is built around the people who created that knowledge. Its name reflects an engineering team determined not simply to work together, but to build its future together. Hence our motto: Eleven minds. One control. Different expertise and perspectives united around one objective: to make the system work. 26

From Automation to Intelligent Buildings Building Management Systems today do much more than regulate temperature or report an alarm. Modern buildings generate enormous amounts of data, energy is an increasingly important operating cost and owners expect systems not only to react to problems, but also to help anticipate them. Alongside design, programming, integration and commissioning, we are therefore increasingly focusing on energy management, analytics, remote monitoring, diagnostics, operational optimisation and system modernisation. The next step is closer integration of automation with software, data and intelligent algorithms. Technology only makes sense when it delivers measurable results: lower energy consumption, greater reliability, better maintenance and greater comfort. The Next Chapter Eleven Controls allows us to preserve the best of the past twenty years – our knowledge, experience, client relationships and partnership with SAUTER – while giving us greater freedom to develop further. We want to remain an engineering company where technology is chosen because it solves a problem, where every project is backed by people who understand the system years after commissioning, and where growth is measured not only by new projects, but also by the trust of returning clients. Eleven Controls is not a new beginning. It is the continuation of the same story – now with greater freedom to write our own next chapter. Eleven minds. One control. SWITZERLAND 2026

INTERVIEW | GORICA JEVIĆ HEAD OF MARKETING, SIKA SERBIA

25 Years of Partnership and Innovation From local projects to major infrastructure developments, Sika has built its position in Serbia through innovation, sustainability and long-term partnerships arking 25 years of operations in Serbia, Sika continues to contribute to the development of the domestic construction industry through advanced technologies, technical expertise and sustainable solutions. Gorica Jević, Head of Marketing at Sika Serbia, reflects on the company’s milestones, the transformation of the construction sector and the potential for stronger Swiss-Serbian business cooperation.

Digitalisation is also becoming an essential part of our business. Investors expect faster decision-making, more accurate planning and comprehensive technical support, which is why we continue to develop digital tools that simplify design, system selection and project execution. In Serbia, we see the greatest potential in infrastructure, industrial construction, energy efficiency and the refurbishment of existing buildings. Our strategy is to provide integrated system solutions that deliver long-term value and reliability for investors.

Sika is celebrating 25 years in Serbia this year. Looking back, what have been the company’s key milestones and its greatest contribution to the domestic construction industry? — Celebrating 25 years in Serbia means much more to us than marking an anniversary – it reflects the long-term partnerships we have built with customers, investors and contractors, as well as the trust we have earned over the past quarter of a century. Among the most important milestones, I would highlight the expansion of our product portfolio and the development of local capacities, enabling us to offer innovative solutions tailored to the needs of the Serbian market. We have also invested continuously in educating designers, contractors and partners, because even the highest-quality products achieve their full potential only when supported by expertise and proper application. We are particularly proud that Sika systems have been incorporated into numerous infrastructure, industrial and residential projects across Serbia. Our greatest contribution lies in introducing innovative technologies and integrated solutions that improve the quality, durability and sustainability of construction, supcordmagazine.com

Sustainability is no longer an added value – it has become the standard for modern construction ported by strong technical expertise and the transfer of international know-how. How is Sika responding to the growing focus on sustainability, digitalisation and changing investor expectations, and which areas will drive future growth? — The construction industry is undergoing a major transformation. Sustainability is no longer an ambition for the future, but a standard that shapes the way buildings are designed, constructed and maintained. Sika develops products and systems that improve resource efficiency, extend the service life of buildings and contribute to sustainability throughout their entire life cycle.

How do you assess today’s business environment in Serbia, and where do you see the greatest opportunities for strengthening Swiss-Serbian economic cooperation? — Serbia’s business environment is far more developed today than it was 25 years ago. The market is more mature, investment cycles are stronger and investors’ expectations regarding quality and international standards are significantly higher. Serbian companies increasingly operate in line with these standards, enhancing the competitiveness of the economy. We believe there is considerable scope for further strengthening Swiss-Serbian cooperation, particularly in sustainable construction, industrial manufacturing, innovation, energy efficiency and human capital development. Swiss companies bring high quality standards, a long-term business perspective and a strong focus on innovation, while Serbia offers skilled professionals, a well-developed industrial base and an increasingly attractive investment environment. Together, these strengths provide an excellent foundation for new investments and lasting partnerships. 27

INTERVIEW | JELENA ANIČIĆ SADLER EXECUTIVE DIRECTOR OF THE SWISS-SERBIAN CHAMBER OF COMMERCE

More Than Networking The Chamber’s new energy is focused on providing members with more tangible support, strengthening dialogue with institutions and creating new opportunities to connect the Swiss and Serbian business communities he new mandate at the helm of the Swiss-Serbian Chamber of Commerce brings an ambition to inject fresh business dynamism into a longstanding bilateral partnership. A more agile Chamber, more attuned to the needs of its members and more closely connected with institutions, should become an even stronger partner to companies in both markets.

You are taking over as Executive Director of the Swiss-Serbian Chamber of Commerce at a time when it is entering a new phase of development. What changes do you want to introduce to its day-to-day work, and what would you most like members to associate with your mandate? — I took the helm of the Chamber in January this year with a clear task: to revitalise it and restore its dynamism. As the newly appointed Executive Director, my vision is to respect the Chamber’s longstanding tradition, dating back to its establishment in March 2014, while at the same time positioning it as a modern and agile bilateral business association in the region. This means working to make the Chamber faster, more digital and more present in everyday business life, so that we can provide members with more tangible support. They should see this first and foremost through clearer communication and new activity formats, such as the “Swiss Way” reception that we recently organised on Kopaonik, as well as our regular CEO Breakfast meetings, where company executives have an opportunity to get to know one another better and exchange experiences in a more relaxed setting. Your professional background spans medicine, international journalism, communications and cross-border business cooperation. How will these diverse experiences help you better understand the needs of companies and build dialogue between the business community, institutions and the public? 28

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— Each of those experiences taught me the same skill, albeit in different contexts: to listen carefully to the person I am speaking to and translate complex matters into clear, understandable messages. Medicine taught me precision and responsibility towards facts, journalism taught me how to quickly understand very different industries and the people behind them, while my years working in international communications and cross-border cooperation taught me how to reconcile different business cultures, languages and expectations around the same table. That combination today helps me understand both the language of companies and that of institutions, and to build dialogue between them based on trust rather than merely formal communication. This is best reflected in the platform that the Chamber represents – a place where companies, institutions and the wider business community connect, rather than simply a formal address for membership fees. You have emphasised that the Chamber must provide companies with tangible business value, rather than merely networking opportunities. What new services, formats or support mechanisms are you planning for existing members, particularly SMEs? — Networking remains important, but it is no longer sufficient in itself. Our goal is to provide members with tangible business value through networking, the exchange of experience, institutional support and the promotion of best business practices – the four pillars on which we are building the Chamber’s work. For Swiss companies that are just entering the Serbian market, we are here to connect them with relevant institutions and legal and financial advisers, and to help them understand the local business environment, regulations and business culture. Through events, business forums and thematic discussions, both new and existing members can quickly build networks of contacts and gain useful market insights. We place particular emphasis on SMEs, for which practical support and rapid access to the right contacts are far more valuable than simply another networking opportunity. Swiss companies increasingly view Serbia as a market of talent, innovation and advanced services, rather than merely a manufacturing location with competitive costs. What most encourages them to enter the Serbian market today, and what concerns does the Chamber need to help them overcome? cordmagazine.com

— Switzerland and Serbia are marking 110 years of diplomatic relations this year. The Swiss economy has long been renowned for its innovative capacity, while Serbia has a highly educated and talented workforce, particularly in the IT sector, making this combination a major opportunity for new projects and investments. Increasing attention is also being devoted to the start-up ecosystem, research and development, and cooperation between universities and companies. Administrative procedures and regulatory predictability remain the issues that cause Swiss companies the greatest uncertainty. The Chamber’s role is therefore to maintain regular dialogue with the Serbian Government and advocate greater regulatory predictability through formal recommendations, as this is a prerequisite for long-term Swiss investment.

The Chamber should be a place that connects companies, institutions and the wider business community, rather than simply a formal address for membership fees One of the priorities you have announced is strengthening communication with members and expanding the business community. How do you intend to raise the Chamber’s visibility among companies in Switzerland that are not yet present in Serbia, while also encouraging existing members to become more actively involved in its work? — By the end of the year, we are planning several business forums, sector-specific workshops, CEO Breakfast meetings and encounters with Swiss business delegations, with a particular focus on promoting investment opportunities in Serbia among Swiss companies and connecting Serbian businesses with the Swiss market. The CEO Breakfast format has proven an excellent way for members, as well as companies that are considering joining the Chamber, to get to know one another better through smaller, more informal gatherings and build business relationships more easily. We are also planning events dedicated to innovation, sustainability and cooperation in education, alongside preparations for Expo 2027. Switzerland was the first country to officially confirm its participation, and the Chamber is working closely with the Embassy of Switzerland to ensure that this presence is both visible and substantive. 29

Between TAMARA ANDJUS

ARTIST

Temperament and

Restraint

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Life between Serbia and Switzerland has shaped an artistic expression in which spontaneity meets structure, while international experience is increasingly giving way to a desire to open doors for a new generation of artists — It was never something I consciously set out to build, but over time it became a natural part of my life. I grew up in Serbia, where I started painting as a child and first received encouragement that what I was doing had value. Switzerland came much later, and there I had to rediscover myself – both as a person and as an artist. Zurich became my home and the place where I turned my relationship with painting into a serious professional path. It is interesting that only after living away from the country of your birth for a long time do you realise how much of it remains within you. Sometimes you recognise it in colour, temperament, the way you respond to people or in a memory that unexpectedly appears on the canvas. At the same time, my years in Switzerland introduced me to a different rhythm of life and work. I no longer think about where one ends and the other begins – both experiences are part of me. If my work can bring those two worlds closer, that means a great deal to me. I particularly enjoy presenting artists from our region in Switzerland or seeing my own work spark interest in where I come from. But the most beautiful moment is when origin ceases to matter – when people who do not speak the same language stand before a painting and each understands it in their own way. That is when art truly becomes a bridge.

rom her first drawings in Serbia to establishing herself professionally in Zurich and exhibiting across Europe and the United States, her artistic path has been shaped by different cultures and experiences. Today, that journey is not only about new paintings, exhibitions and audiences, but also mentoring, supporting other artists and pursuing collaborations that leave a lasting mark.

You were born in Subotica, established yourself as an artist in Zurich and have exhibited across Europe and the United States. To what extent do you feel your work now serves as a cultural bridge between Serbia and Switzerland, and how important is that to you? cordmagazine.com

Switzerland is known for its strong support for the arts, developed gallery system and culture of collecting. What has living and working there taught you about the position of contemporary artists, and are there practices you would like to see more of in Serbia? — When I arrived in Zurich, nobody was waiting for me as an artist. I had no gallery, circle of collectors or network within the art world. I had to knock on doors myself, meet people and show them my work. That experience was invaluable, because I quickly realised that an artist’s life is about far more than time spent in front of a canvas. What I particularly appreciate in Switzerland is the seriousness with which people engage with art. Exhibitions are not reserved for experts. People come, look, speak to the artist and ask questions. Collecting is also about more than buying an object – relationships often develop with artists and their work is followed over the years. For an artist, BUSINESS

it is important to feel that their work continues to have a life after leaving the studio. I would like to see more of these direct encounters in Serbia. We have extraordinarily talented people, but talent needs space in which to be seen, particularly young artists. I know from experience how much a prize, a professor or simply someone saying “keep going” at the right moment can change the course of a life. Switzerland also taught me one simple lesson: opportunities rarely arrive while you sit and wait. Artists have to work, but they also have to leave the studio, meet people, show their work and accept that some doors will remain closed. The next one may open. Your work is characterised by strong colour, movement and emotional expression, often combining figurative and abstract elements. How much of that reflects the Mediterranean and Balkan sensibility you bring from Serbia, and how much the precision, discipline and aesthetics associated with Switzerland? — Perhaps my paintings show best that you do not have to choose between the two. They probably contain the temperament of the environment in which I grew up, but also the sense of balance I developed while living in Switzerland. My working process is a good example of that encounter. I do not make sketches. When an idea appears, I carry it with me for a while and try to see the painting before it exists. Then a completely dif-

Success is not only about how far you have come. It also matters what you do with the experience gained along the way, whose doors you open and what you leave behind ferent process begins. I work in layers, use brushes and a palette knife, often mix colours directly on the canvas and allow things to happen that I did not plan. There comes a moment when you have to stop controlling the painting. That is why I am drawn to subjects with movement. The human body is never merely anatomy – the position of a shoulder, arm or back can tell an entire story. The same is true of horses. What fascinates me is not only the beauty of their form, but the energy they possess even when standing still. Perhaps this is precisely where the different parts of my life meet: temperament and restraint, spontaneity and structure. Even my legal education is present in some way. Law teaches you to think precisely, while painting forces you, at times, to forget the rules. I need both. 32

Contemporary artists cross national borders far more easily than previous generations, yet it is increasingly difficult to build a distinctive artistic identity. In your experience, what is crucial for an artist from a smaller cultural environment to gain recognition internationally? — I think the first step is to lose the fear of coming from a “small” place. When a painting reaches an audience in London, Vienna, Paris or Miami, nobody stands in front of it holding a map. Either something touches them or it does not. Artists today have opportunities previous generations never had. You can introduce the world to your work almost directly from your studio. But there is another side to this: we see thousands of images every day, and it is incredibly easy to begin unconsciously resembling what we see. That is why preserving your own artistic voice may be harder than ever. It took me time to understand that. My path into art was not conventional: I studied law and had a completely different professional life. I no longer see that as a detour. Everything we experience enters our work. What makes you feel differSWITZERLAND 2026

ent from others may one day become your greatest advantage. An international career also involves a great deal of work that audiences never see: applications, transporting paintings, conversations with galleries, travel, exhibitions that go brilliantly and others that leave you wondering what comes next. Awards and recognition are wonderful and can open doors, but they cannot be the reason you paint. I think an artist becomes recognisable when they stop trying to be recognisable and start speaking in their own voice. After numerous international exhibitions and a successful career in Switzerland, how do you see the next stage of your artistic journey? Are there themes, projects or collaborations you would particularly like to pursue? — I am now less interested in asking “what is the next achievement?” and much more interested in “what have I not tried yet?” It is a privileged moment in an artist’s life – when you have experience behind you but still feel curiosity in front of a blank canvas. I want to continue exploring figures, movement, nature and horses, but I do not want to know in advance what my paintings will look like in five years. If I did, I would probably be worried. Art has to change with the person creating it. I would like to work on larger formats, push the boundary between figurative and abstract further and embrace collaborations that take me beyond the familiar. What happens around art itself is also becoming an increasingly important part of my work. I have had opportunities to organise and curate exhibitions and help other artists present their work in

cordmagazine.com

TIME FOR CREATIVITY Tamara Andjus’s collaboration with Swiss brand Mondaine began with the “Time for Creativity” project and has since developed into a relationship built on mutual respect, inspiration and shared values. In the distinctive simplicity of Swiss design, she sees parallels with her own artistic approach – particularly in the Mondaine Doppio, whose double lines remind her of the layers in a painting that create depth and rhythm. She perhaps sums up the meeting of these two worlds best herself: “Mondaine measures time. I try to leave its trace through painting.”

Switzerland. That gives me a different kind of satisfaction. When you once had to find your own first door, it is rewarding later to be able to open one for somebody else. Working with children also has a special place for me, perhaps because I still remember how much it meant when somebody took my drawing seriously while I was still a child. A child does not have to become an artist for art to change their life; it is enough for it to teach them to see, imagine and trust their own ideas. Of course I want new exhibitions, cities and audiences. But after a certain number of exhibitions, you realise that a biography in itself is not what matters most. You remember far longer the person who approaches you and says that a painting reminded them of something in their own life. I would like the coming years of my career to contain more of those encounters – and more projects that leave something meaningful behind after the exhibition ends.

ART

On Her Own Terms IRÈNE ZURKINDEN

Moving between Basel and Paris, portraiture and street life, intimacy and independence, Irène Zurkinden created an art that resisted categories – and a life remarkably free for a woman of her generation here is something strikingly contemporary about Irène Zurkinden in photographs. In one taken in Basel in 1942, she sits at a drawing board in her studio, pencil in hand, surrounded by books, pictures and the ordinary objects of a working artist’s life. She is 33. There is nothing theatrical about the scene, yet the woman looking back at us seems entirely certain of her place in it. More than eight decades later, that sense of independence feels like a key to both her life and her work. This summer, Basel is rediscovering one of its most distinctive artists. On 27 August, coinciding with Kunsttage Basel, Hauser & Wirth opened an exhibition dedicated to Irène Zurkinden, bringing together paintings and works on paper spanning the ear-

ly 1930s to the 1980s. On view until 28 November, the exhibition focuses on portraits and self-portraits, revealing a more intimate side of an artist who was well known in her lifetime, particularly as a portraitist of Basel society, yet whose place in the broader story of 20th-century European art has remained surprisingly understated. It is the latest chapter in a wider reassessment. Just last year, Kulturstiftung Basel H. Geiger devoted a major exhibition, Irène Zurkinden: Love, Life, to an artist whose work had not been presented in a major institutional exhibition in Basel for four decades. Together, these shows are returning attention to a career that stretched across six decades and a woman who moved with unusual ease between worlds.

Portrait of Irène Zurkinden, 1977. Photo by Kurt Wyss

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Between two cities Born in Basel in 1909, Zurkinden entered the city’s School of Applied Arts at just 16. Four years later, in 1929, she left for Paris with her friend Meret Oppenheim. The move proved decisive. Paris offered something Basel could not: the freedom and intensity of a metropolis in which artistic conventions were being dismantled almost as quickly as new ones were created. Zurkinden absorbed the atmosphere without allowing herself to be consumed by any particular movement. Surrealism and Neo-Impressionism can both be detected in her work, but neither defines it. Even while moving among cosmopolitan artistic circles, she remained stylistically independent. That independence may explain why her paintings can feel so difficult to place – and so fresh. Her Paris is not monumental. It is populated. Streets, cafés, rooms and faces matter more than landmarks. In Rue d’Odessa en fête of 1935, the city appears almost weightless: flags flutter above the street, signs and façades dissolve into rapid strokes of colour, and the everyday becomes festive without becoming grand. Paris is observed from within, as a place being lived rather than admired. Basel remained the other pole of her life. She repeatedly moved between the two cities, drawing energy from their differences: one disciplined and familiar, the other restless and permissive. People, streets and social life in both became recurring sources of inspiration.

The freedom to remain herself Zurkinden’s friendship with Meret Oppenheim provides one of the most intriguing threads running through her story. Oppenheim would become an international icon of Surrealism; Zurkinden never sought quite the same

relationship with a movement or artistic identity. She painted her friend repeatedly. Meret à l’orange, dating from 1932– 35, captures not an art-world legend but a young woman seen by another young woman who knew her. That distinction matters. Zurkinden’s portraits are often less concerned with status than presence. Her sitters inhabit the picture rather than pose for history. The same searching gaze becomes particularly revealing when she turns it on herself. Her self-portraits accompany different stages of her life. An early Self-Portrait in the Studio, painted around 1926–28, shows an artist still at the beginning of her career. A decade later, in an untitled 1937 self-portrait, she depicts herself pregnant – turning an experience routinely excluded from the heroic mythology of artistic creation into a subject worthy of painting. There is no obvious manifesto here. That may be precisely the point. Zurkinden did not need to proclaim independence in order to practise it. She built a life around work, relationships, motherhood, friendship, travel and curiosity without reducing herself to any one of those identities. In 1942, amid the very different reality of wartime Switzerland, she joined Basel’s anti-fascist artists’ collective Gruppe 33. Yet even belonging to a group did not make her a group artist. Her visual language remained unmistakably personal.

Meret à l’orange, 1932–35. Photo by Martin P. Bühler

Self-portrait in the studio, 1926-28. Photo by SKKG 2022

Painting life as it happened Perhaps the best record of Zurkinden’s appetite for the world lies not in her best-known paintings, but in the extraordinary volume of work she left behind. Over a career spanning six decades, she filled more than 100 sketchbooks. They contain studies and preparations for paintings, but also something more intimate: a running visual diary of en-

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Rue d’Odessa en fête, 1935. Helvetia Art Collection cordmagazine.com

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counters, observations and thoughts. Together, they reveal an artist who was almost continuously looking. And there was plenty she wanted to look at. Friends and family appear alongside strangers. Parisian streets coexist with Basel society. Circus performers, ballet dancers and the exuberant world of Basel Carnival enter a body of work that refuses to establish a hierarchy between supposedly serious subjects and the pleasures of everyday life. That openness also accounts for the remarkable shifts in tone across her work. Some paintings are restrained and psychologically precise; others are humorous, sensual or almost mischievous. There is elegance without excessive reverence, and colour without prettiness for its own sake. Above all, there are people. Zurkinden was an acute observer of faces, gestures, clothing and social

narratives through which 20th-century art was traditionally presented. So, undoubtedly, did the broader historical tendency to place women artists at the edges of movements whose histories were subsequently written around their male protagonists. What matters now is that the picture is changing. The 2025 Love, Life exhibition approached Zurkinden through questions of identity, belonging and expression, while also emphasising her humour and her ability to move between very different social worlds. Hauser & Wirth’s new Basel presentation narrows the lens towards the intimate: portraits and self-portraits that allow her biography and artistic development to be read through faces – including her own. Together they reveal something that labels alone cannot. Irène Zurkinden was close enough to the great currents of European mod-

Zurkinden was close enough to the great currents of European modernism to understand them, but independent enough not to disappear inside them performance – particularly of women. They are friends, mothers, performers, fashionable figures, strangers and versions of herself. They are looked at closely, but rarely idealised. Seen today, this makes her work unexpectedly modern. The women in her paintings are not simply there to be beautiful. They occupy space.

Rediscovered in Basel Why, then, did an artist with such a long and prolific career remain comparatively overlooked beyond Switzerland? There is rarely a single answer to that question. Zurkinden’s resistance to stylistic categorisation may have made her harder to fit into the neat

ernism to understand them, but independent enough not to disappear inside them. She knew Paris and Basel, avant-garde artists and bourgeois patrons, private domesticity and public life. She could paint society portraits and still turn her attention to a street, a circus, a friend or herself. Perhaps that is why the photograph of her at her drawing board feels so appropriate today. The room is modest. The artist is young. History has not yet decided where to place her. She appears unconcerned by the question. Irène Zurkinden had already chosen the more interesting option: her own terms.

Femmes et chevaux de cirque, 1977. Photo by Studio David Berweger

Lothar Jeck, portrait of Irène Zurkinden (1909– 1987) with drawing board, 1942.

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Untitled (Self-portrait, pregnant), 1937. Photo by Studio David Berweger

Untitled (Two Women Looking at Two Women), 1936. Photo by Studio David Berweger

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