Greece 2026

SPECIAL EDITION 2026

GREECE

The Greek Business Footprint

Contents

03 Partners in Stability and Growth

04 Turning Dialogue into Investment

Nikolaos Sliousaregko President of the Hellenic Business Association

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11 Circular Economy as a Strategic Opportunity

Mirjana Radić

Director, Inos Balkan

Greece 2026

07 Innovation as a Response to Evolving Consumer Demands

08 A Taste of Greece in Every Visit

Nikos Veropoulos OWNER, VEROPOULOS

Mr. Aris Karousos EKO Serbia CEO

12 Scaling Facility Management Across the Region Alexios Gkegkios General Manager of Globe Williams Western Balkans

13 Shell GO+ Loyalty Programme Launched in Serbia

14 A n Economy Beyond Tourism

COMMENT

Partners in Stability and Growth From European integration and energy security to long-term investment and infrastructure development, Greek institutions and companies are strengthening their strategic presence in Serbia through sustainable cooperation n a period marked by geopolitical uncertainty, energy transition and shifting economic priorities, Greece is reaffirming its role as one of Serbia’s most consistent partners in Southeast Europe. Political dialogue, institutional cooperation and long-term investment are increasingly converging into a framework that supports regional stability, European integration and sustainable growth.

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At the diplomatic level, Athens continues to advocate Serbia’s European perspective as a strategic priority for the Western Balkans. Greece’s long-standing support for EU enlargement remains a cornerstone of its regional policy, reflecting its commitment to security, institutional development and European values.

This political continuity is matched by strong economic engagement. Greek companies have invested more than €2.5 billion in Serbia over the past two decades, with more than 200 enterprises operating across key sectors. While retail, tourism and manufacturing remain important, recent years have seen a growing focus on energy, infrastructure, logistics and digital transformation.

Energy cooperation has emerged as one of the most strategic pillars of bilateral relations. Greece’s development as a regional energy hub, supported by LNG terminals, gas interconnectors and renewable projects, is opening new opportunities for Serbia’s energy diversification and security of supply. Initiatives such as the Vertical Gas Corridor reflect a shared commitment to resilience and alignment with European energy policies.

Within the business community, structured platforms for cooperation continue to translate institutional dialogue into concrete opportunities. Sector-focused forums, B2B initiatives and inter-chamber cooperation are reinforcing the operational integration of Greek investors into Serbia’s economic environment. With EXPO 2027 approaching, the importance of coordinated regional engagement is becoming increasingly evident.

What unites these initiatives is a shared strategic approach: long-term commitment, institutional credibility and adaptability. Greek investors in Serbia are not driven by short-term cycles, but by sustainable partnerships based on mutual trust, regulatory alignment and regional integration.

As Serbia advances towards EXPO 2027 and continues its European path, cooperation with Greece offers both stability and opportunity. From diplomacy and energy connectivity to infrastructure and trade, the Greek presence in Serbia reflects a mature partnership—one that combines political consistency with economic dynamism and long-term perspective.

Through diplomatic continuity, energy cooperation and long-term investment, Greece is reinforcing its role as a strategic partner in Serbia’s regional integration and sustainable development

INTERVIEW | NIKOLAOS SLIOUSAREGKO PRESIDENT OF THE HELLENIC BUSINESS ASSOCIATION OF SERBIA (HBA)

Turning Dialogue into Investment

On strengthening Greek-Serbian economic ties, translating institutional cooperation into concrete projects, and positioning the Hellenic Business Association for the next phase of regional integration ahead of EXPO 2027

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You have repeatedly pointed to untapped potential in bilateral trade and investment. Where do you see the main obstacles in translating interest into concrete projects?

s Greek investment in Serbia continues to grow, the Hellenic Business Association is increasingly positioning itself as a platform for practical cooperation, sector-focused dialogue and longterm partnerships. Its President, Nikolaos Sliousaregko, speaks to CorD about translating institutional engagement into concrete business projects, strengthening regional connectivity, and preparing member companies for the opportunities ahead.

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HBA has positioned itself as a key platform for Greek investors in Serbia. Looking beyond formal cooperation frameworks, what concrete results would you highlight as the Association’s most significant achievements over the past year?

— Over the past year, HBA has remained focused on delivering concrete, sector-specific value to its members while strengthening its institutional and regional positioning. A major achievement was the organisation of three flagship conferences, each dedicated to a strategic area of business. The Green Energy Transition Conference addressed sustainability and Serbia’s alignment with European climate goals; the IV Regional Conference on Transport, Logistics and Supply Chains focused on connectivity and resilience; while Synergy of Human and Artificial Intelligence in Modern HR explored digital transformation and the evolving world of work. Together, these events fostered substantive dialogue among business leaders, experts and institutional representatives, moving beyond formal exchange towards practical outcomes.

We strengthened direct engagement through structured Speed Business Meetings, facilitating meaningful B2B interaction between Greek companies, other chambers and the wider Serbian business community, and generating concrete cooperation opportunities.

At the same time, we continued to nurture the community aspect of the Association through informal member gatherings, encouraging open dialogue and stronger mutual trust. Beyond business activities, HBA reaffirmed its social responsibility through the Humanitarian Christmas Dinner, bringing members and partners together in support of charitable causes and reinforcing the spirit of solidarity within our network.

As an active member of the Council of European Business Associations and Chambers in Serbia (CEBAC), HBA continues to contribute to broader European business dialogue and inter-chamber cooperation, ensuring that Greek investors remain well integrated into the wider European business framework. cordmagazine.com

CONNECTIVITY We see energy, transport corridors and logistics as natural areas where Greek companies can actively support Serbia’s regional integration

INVESTMENT Stable regulations and predictable procedures are essential if business interest is to be translated into concrete and sustainable projects PARTNERSHIP Our goal is to build long-term partnerships based on trust, sectorfocused dialogue and strong local presence

— Translating potential into concrete projects depends on efficiency, predictability and institutional capacity. Serbia has made visible progress in improving its investment climate, particularly through infrastructure development and support for foreign investors, which has strengthened overall interest.

At the same time, certain administrative procedures remain time-consuming, especially in areas such as permitting and inter-institutional coordination. While improvements are ongoing, further simplification and greater regulatory predictability would help accelerate implementation.

With continued reform efforts and close cooperation between institutions and the business community, there is strong potential for this positive trajectory to result in an increasing number of concrete and sustainable investments.

Energy security, infrastructure development and supply chain resilience have become central regional priorities. To what extent are Greek companies ready to engage in these areas in Serbia?

— Greek companies are well positioned to engage in energy security, infrastructure development and supply chain resilience. Greece has significantly advanced its role as an energy hub in Southeast Europe through LNG infrastructure, gas interconnectors and renewable energy investments, strengthening both expertise and operational capacity.

There is clear interest in participating in projects in Serbia related to green energy, transport corridors and logistics modernisation. Given geographic proximity and strong economic ties, this cooperation has a strong natural foundation.

Further progress will depend primarily on accelerating project preparation and ensuring stable, transparent regulatory frameworks. Largescale initiatives require long-term planning and coordinated implementation. With continued alignment of strategic priorities and efficient execution, Greek companies can play an even more active role in supporting Serbia’s regional connectivity and energy diversification goals.

HBA maintains strong visibility at major regional and international forums. How effectively does this translate into tangible benefits for member companies?

— Through organising sector-specific conferences — from green energy and logistics to HR trans05

formation — HBA has positioned itself as a platform where dialogue leads to actionable business connections.

Our participation in high-level events enables us to ensure that the interests of Greek

HBA aims to turn dialogue into concrete projects, positioning Greek companies as long-term partners in Serbia’s energy, infrastructure and regional development companies are represented in broader economic discussions, while creating direct access to decision-makers, potential partners and new markets.

In that sense, institutional presence serves as a catalyst, opening doors, facilitating communication and strengthening the operational positioning of our members within the Serbian and regional market.

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With EXPO 2027 approaching, what must HBA do to remain relevant and influential?

— The core of HBA consists of Greek companies that have been operating in Serbia for more than two decades. These are not short-term investors, but long-standing partners of the Serbian economy, contributing to employment, technology transfer and sectoral development.

To remain relevant, HBA will continue to strengthen three key areas: expanding sector-focused platforms, deepening institutional dialogue and regulatory insight, and fostering stronger regional integration through cross-border partnerships, particularly in the context of EXPO 2027.

Our role is not only to represent interests, but to anticipate trends, connect stakeholders and help transform long-term partnerships into new growth opportunities. By building on the strength and reputation of its members, HBA will continue to serve as a stable and forward-looking bridge between the Greek and Serbian business communities.

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INTERVIEW | MR. ARIS KAROUSOS

EKO SERBIA CEO

Innovation as a Response to Evolving Consumer Demands Through continuous investment in modernization, digitalization and sustainable mobility, EKO Serbia is strengthening its retail network and building long-term customer

n a market shaped by changing consumer habits, digital transformation and the energy transition, adaptability has become a key determinant of long-term success. EKO Serbia has responded to these challenges through continuous investment in innovation, infrastructure and customer experience.

Speaking for CorD, Aris Karousos, CEO of EKO Serbia, outlines the company’s development priorities, its approach to sustainable mobility and its vision of transforming petrol stations into modern, service-oriented destinations.

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How does EKO Serbia respond to the growing expectations and needs of consumers?

— The market is evolving rapidly, and consumer habits are changing accordingly. EKO Serbia remains committed to innovation and to enhancing the overall customer experience, because our consumers deserve not only a high-quality and diverse offer, but also a pleasant, well-organised and efficient environment.

For this reason, we are focused on modernising our retail network and elevating the experience at EKO petrol stations to a higher level.

We are transforming our stations into destinations that provide fast and efficient service, modern minimarkets, a rich gastronomic selection and solutions that support sustainable mobility.

This transformation is essential for building long-term customer loyalty and for cordmagazine.com

raising retail standards across our sector.

EKO Serbia is investing significantly in modernising its retail network. What has been achieved so far?

— The reconstruction of our network represents one of our key strategic priorities. Over the past two years, we have renovated 28 petrol stations in line with the highest standards of quality, safety and energy efficiency, with additional locations scheduled for redesign.

In 2025, we also launched the reconstruction of self-service and automatic car washes at EKO stations, which will be equipped with state-of-the-art technology and will deliver a significantly enhanced vehicle-care experience.

At the same time, we have continued to invest in innovation and digitalisation.

Improvements to the Smile app, along with the introduction of new services, demonstrate that EKO Serbia is aligning its operations with global trends and evolving market needs.

Electric mobility is increasingly reshaping the market. How prepared is EKO Serbia for these changes?

— In parallel with our infrastructure improvements, the company is actively responding to the challenges of the energy transition. The growth of electric vehicles represents a significant market transformation, and we are fully prepared to address it.

EV chargers have already been installed at seven EKO petrol stations along

major highways. We continue to invest in this area in order to become a reliable partner to electric vehicle users and to provide accessible and dependable charging infrastructure. This initiative forms an integral part of our long-term sustainable mobility strategy.

What are the key development goals for EKO Serbia in the coming year?

— We address all challenges through flexibility and innovation — core values that define our business approach.

In this spirit, the coming year will be focused on further developing our retail network and enhancing the customer experience.

At the same time, we will continue to expand the Kalypso brand, introduce new services and further strengthen our retail segment. In addition, the Smile loyalty programme, with nearly 800,000 members, plays a particularly strategic role, serving as one of the key pillars of our relationship with consumers.

Our vision is for EKO petrol stations to become destinations that deliver a distinctive customer experience — a balanced combination of energy, technology and service quality that simplifies the lives of modern consumers.

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INTERVIEW | NIKOS VEROPOULOS

OWNER, VEROPOULOS

A Taste of Greece in Every Visit How Veropoulos builds long-term customer trust through authentic products, disciplined expansion and operational excellence across Southeast Europe alking into a Vero store is like stepping into a vibrant Mediterranean marketplace.

Fresh bakery aromas, colourful fruit displays, premium meats, readyto-eat meals and authentic Greek products welcome customers at every turn. Beyond this warm and inviting atmosphere, however, lies a carefully structured business strategy that has positioned Veropoulos as a regional leader in retail.

In 2025, the Group further strengthened its market position, increased sales and deepened customer loyalty, while consistently maintaining a high-quality and authentic shopping experience.

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Veropoulos has built a strong regional presence in Southeast Europe. How would you assess the company’s current market position, and what are your main strategic priorities for the coming period?

— The year 2025 has been highly successful for us. We strengthened our market position, expanded our customer base, increased sales and maintained profitable operations.

Vero is more than a retail brand — it is a household name built on customer trust. Our priority remains to create a shopping environment that combines authentic products, service excellence

and a welcoming atmosphere, while supporting sustainable and steady growth across all markets.

Since your previous interview with CorD, the retail environment has become more demanding. How has the Group adjusted its business model in response?

— We have embraced change as an opportunity to further refine our business model. Regulatory developments in 2025 required us to rethink our cooperation with suppliers and our pricing approach.

We responded through a conservative expansion strategy, careful cost management and selective assortment planning.

These measures have enabled us to maintain product quality, preserve customer trust and grow responsibly, strengthening the resilience of our operations.

What role does regional diversification play in your long-term strategy, particularly in Serbia and North Macedonia?

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Vero is more than a retail brand — it is a household name built on customer trust, consistent quality and a shopping experience that reflects professionalism, authenticity and long-term commitment

— Regional diversification allows us to bring the Vero experience to a wider range of communities, while preserving operational consistency.

Vero is a brand that is difficult to replicate. Our distinctive assortment and in-house production in fresh categories enable us to maintain high standards of quality and differentiation.

Store locations are carefully selected in urban areas with accessible parking and spacious sales areas ranging from 2,000 to 10,000 square metres. Each store offers a consistent, authentic and welcoming customer experience.

Investment in infrastructure, logistics and store modernisation is crucial for sustainable growth. What are your current priorities?

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— We have initiated the development of central warehouses in each country in order to centralise exclusive imports and support proprietary departments, including meat processing, ready meals, bakery products and fresh fish packaging.

At the same time, store renovation remains a key priority. Our modern, spacious facilities are designed to enhance the shopping experience and reflect the warmth and hospitality of a true Mediterranean marketplace.

Human capital remains a key competitive advantage. How do you approach talent development and corporate culture?

— Our people are at the heart of our success. Financial resources alone cannot create expertise or loyalty — these are

built through time, consistency and responsible management.

We focus on developing knowledgeable, motivated and customer-oriented teams, ensuring that every visit to Vero reflects our core values: professionalism, warmth and authenticity.

Sustainability and responsible business practices are increasingly shaping corporate reputation. How is Veropoulos integrating ESG principles?

— For us, sustainability is primarily practical and operational. We focus on efficiency, cost-effectiveness and longterm stability, rather than on promotional narratives.

This approach ensures that our stores, products and supply chains remain responsible, reliable and resil-

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ient, providing customers with quality they can trust.

Digitalisation is transforming retail globally. How is your company leveraging technology?

— Technology serves as a tool to enhance both customer experience and operational efficiency.

In 2025, we invested in cybersecurity and system upgrades and introduced

electronic pricing across all stores, improving accuracy, flexibility and responsiveness. This allows our teams to focus on what matters most: serving customers and creating a welcoming environment.

In times of economic uncertainty, how do you balance price competitiveness with quality standards and brand positioning?

— Our strategy in 2025 delivered strong results. Through competitive pricing of Vero and Jumbe products, we maintained high quality while attracting both new and loyal customers.

Sales increased by 5.7 per cent despite the absence of new store openings, while store visits grew by nearly 10 per cent. Customers continue to choose Vero because of quality, authenticity and a shopping experience that feels personal and reliable.

Looking ahead, how do you envision Veropoulos’ role in the regional economy over the next five years?

— Our strategy is simple but effective.

We continue to grow by following three core principles: – Zero bank loans – Strong cash reserves – Minimum 80 per cent asset owne­rship Financial independence gives us the freedom to invest in people, authentic products and high-quality retail environments. In this way, Veropoulos will continue to strengthen trust and deliver value to customers across Southeast Europe.

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INTERVIEW | MIRJANA RADIĆ DIRECTOR, INOS BALKAN

Circular Economy as a Strategic Opportunity Strengthening Regional Partnerships and Building Sustainable Business Models in Line with European Environmental Policies n the context of strengthening economic relations between Serbia and Greece, Mirjana Radić, Director of Inos Balkan, speaks about sustainable business practices, alignment with European standards, and the strategic role of the circular economy in the secondary raw materials industry.

European regulatory requirements and active participation in the region’s green transition.

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In light of strengthening economic relations between Serbia and Greece, do you see room for intensifying cooperation in metal recycling and the circular economy?

— Absolutely. Greece is a natural and reliable partner for us – not only geographically close, but also culturally and historically connected to Serbia, which makes our relationship stable and longterm. This closeness provides a solid foundation for joint projects in circular economy and metal recycling. We believe it is important to revitalise and further strengthen ties between Serbia and Greece, particularly in the field of circular economy and metal recycling, where there is considerable potential for joint progress and the development of sustainable models of cooperation.

As a member of the European Union, Greece applies high sustainability standards, while Serbia is steadily improving its regulatory framework and industrial practices. Greek experience offers valuable guidance for faster alignment with European regulations through knowledge exchange, technological solutions and regional initiatives that support efficient resource and waste management.

To what extent do European green policies influence the strategic positioning of Inos Balkan? cordmagazine.com

We see our role as a bridge between the local market and European industrial flows, contributing to stable and sustainable secondary raw material streams — European policies are setting increasingly demanding sustainability standards, and as part of a major European group, Inos Balkan actively implements them in its operations.

The Sidenor Group is a leader in applying advanced and sustainable technologies in metal production. Environmental protection remains a key factor of long-term development and market competitiveness.

Our climate and sustainability policies enable continuous alignment with

How important are international business networks and regional initiatives for competitiveness in your sector?

— International business networks and regional initiatives enhance the competitiveness of the secondary raw materials sector through knowledge exchange, technological advancement and market integration. However, predictability of the business environment remains essential: efficient administration and adequate adjustment periods for regulatory changes are prerequisites for stable investment and sustainable business development.

As part of the Sidenor Group, Inos Balkan benefits from a strong international network that supports the application of the highest European standards. We see our role as a bridge between the local market and European industrial flows, contributing to stable and sustainable secondary raw material streams.

How do you see the future development of the circular economy in SouthEast Europe?

— The circular economy in South-East Europe is becoming a necessity, driven by stricter European standards and the growing need for more efficient resource use. It is clear that there is no alternative — sustainability and circular models will be key to long-term competitiveness.

Inos Balkan aims to further strengthen its position through continuous process improvement, modernisation, and close cooperation with supply chain partners, contributing to responsible and sustainable business practices in Serbia and the wider region.

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INTERVIEW | ALEXIOS GKEGKIOS GENERAL MANAGER OF GLOBE WILLIAMS WESTERN BALKANS

Scaling Facility Management Across the Region On regional integration, workforce challenges and building long-term partnerships in facilities management

s one of the leading facility management providers in Southeast Europe, Globe Williams has built its regional presence through integrated services, operational efficiency and a strong focus on long-term cooperation. Its General Manager for the Western Balkans speaks to CorD about regulatory differences, human resources, market growth and the future of the industry.

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Globe Williams operates in more than 36 countries. How would you describe your approach to markets in Southeast Europe, particularly in terms of client expectations?

— There are clear differences between EU and non-EU markets, especially in regulatory requirements. EU countries are more heavily regulated and often involve extensive administrative procedures. At the same time, the free movement of goods and services offers advantages when working with multinational clients, enabling economies of scale and more efficient resource allocation.

Human resource availability remains a major challenge across all markets. To address this, we have obtained special licences that allow us to recruit workers from Asia and Africa, who are then trained locally. This has given us a competitive advantage, particularly in sectors where long-term contracts and minimum wage standards apply. We have also maintained competitive salaries, 12

which has resulted in strong staff retention and operational stability.

Facility management is a demanding field. Clients expect consistently high-quality service and rapid responses to additional needs. In many cases, these services become part of long-term cooperation. For example, by supporting a client’s recycling processes several years ago, we later secured a comprehensive facility management contract in seven countries.

Above all, clients expect professionalism, flexibility, reliability, transparency and a strong understanding of their operational needs.

Do you work with the same corporate clients across the region, and how does regional coordination affect efficiency?

— Each national entity manages its own portfolio, while multinational accounts are coordinated from our regional hub in Athens.

This model enhances efficiency by avoiding duplication of functions and enabling centralised knowledge sharing. Strong regional management combined with local service delivery ensures high customer satisfaction, cost optimisation and full compliance with health and safety standards.

Today, Globe Williams employs more than 30,000 people worldwide, including several hundred in Serbia, and maintains a strong safety record across all markets.

How do you assess the development of the facilities management sector in the region over the past five years?

— Facility management is among the fastest-growing industries globally, and our region has followed this trend, particularly after the pandemic. Growth exceeds 30 per cent, driven by hybrid working models and increased outsourcing of non-core services.

Stricter compliance requirements, rising investment costs and labour shortages have encouraged companies to seek professional partners, leading to sustained demand for integrated facility management services.

For Globe Williams Serbia and the wider Group, this confirms the long-term vision behind our entry into the market in 2008. We are proud to have built a modern organisation that provides professional recognition, development opportunities and access to a multinational working environment.

Our key growth drivers include stable financial performance, steady workforce expansion, the introduction of new services, strong client retention and our partnership-oriented approach. We aim to provide global standards to international clients and reliability to local companies, ensuring that their facilities are managed with the same care as our own.

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Shell GO+ Loyalty Programme Launched in Serbia

Coral SRB D.O.O - Official Shell Licensee, introduces a loyalty programme offering rewards, personalised benefits and added value to customers across its network of service stations and Shell Select stores. oral SRB D.O.O - Official Shell Licensee, has launched the Shell GO+ loyalty programme, now available at all Shell service stations nationwide. The programme is designed to reward customer loyalty and provide additional value through a fully digital and user-friendly platform.

Through the Shell GO+ mobile application, users can collect points when purchasing fuel and products at Shell Select stores. After downloading the app and completing a simple registration process, customers can scan their virtual loyalty card at the point of purchase and immediately start earning rewards.

Upon registration, users receive 100 welcome points. Accumulated points can be exchanged for e-vouchers within the application and redeemed for purchases at Shell Select stores, which offer a wide range of everyday products.

“We are delighted to announce the launch of the Shell GO+ loyalty programme in Serbia. This is our way of rewarding our customers and providing them with added value alongside the premium quality fuels and services we offer at our stations,” said Vassilis Karanasios, Country Manager, Coral SRB D.O.O - Official Shell Licensee and continued: “Shell GO+ is not just a rewards programme. It is a holistic experience designed around the needs of the modern driver and seamlessly integrated into everyday life.”

Since 2017, Shell service stations in Serbia have been offering fuels of certified quality, with even standard fuels containing additives that clean and protect the engine. The unique formulation of Shell FuelSave Diesel protects the injection system from deposit build-up, improving engine efficiency and fuel economy, while Shell FuelSave 95 gasoline cleans and protects key components of the fuel system.

The company also offers premium fuels, including Shell V-Power 100 and Shell V-Power Diesel with DYNAFLEX technology,

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By introducing the Shell GO+ loyalty programme, Coral SRB strengthens its regional presence and enhances customer experience through digitalisation, personalised rewards and high-quality fuel and retail services cordmagazine.com

which helps restore engine performance and remove deposits.

Shell V-Power 100 gasoline is the brand’s most advanced fuel, featuring enhanced DYNAFLEX technology for improved performance and efficiency.

Through the Shell GO+ programme, customers earn one point per litre of standard fuel and two points per litre of premium fuel.

Additional points are awarded for purchases in Shell Select stores, with one point earned for every RSD 100 spent, excluding selected product categories and services.

Shell Select stores and cafés offer more than 2,000 products, including beverages, snacks, tobacco products and branded toys, with the assortment continuously expanding. High-quality coffee is available in all locations while freshly prepared meals are available at motorway locations, supported by professional and customer-oriented service.

For more information and registration, customers can visit the Shell GO+ website or their nearest Shell service station.

Coral SRB D.O.O - Official Shell Licensee has been operating in Serbia since 2017. The holding company Coral SA is the successor of Shell Hellas, which has been present in Greece since 1926.

Coral SA is licensed by Shell and manages more than 880 stations under the Shell brand in Greece, Serbia, North Macedonia, Croatia, Cyprus and Albania. In Serbia, the company currently operates 11 service stations in nine cities, as well as two motorway locations on the E70 and E75 corridors.

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Economy

Beyond Tourism

How shipping, energy, technology and nearshoring are reshaping Greece’s growth model and strengthening its regional role 14

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For decades, tourism has been one of the strongest pillars of the Greek economy, shaping both its international image and domestic development priorities. While the sector remains vital, the experience of the financial crisis and the pressures of global competition have prompted Greece to pursue a more diversified and resilient growth model.

Over the past decade, economic policy has increasingly focused on strengthening productive sectors, improving institutional capacity and attracting longterm investment. This strategic shift has gradually transformed Greece from a predominantly tourism-driven economy into a more balanced regional hub

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for logistics, energy, technology and advanced services.

One of the most visible drivers of this transformation is shipping and logistics.

With one of the world’s largest merchant fleets and the strategic development of the Port of Piraeus, Greece has reinforced its position as a gateway between Asia, Europe and the Western Balkans. Investments in port infrastructure, rail links and logistics centres have enhanced connectivity and positioned the country as a key node in regional supply chains.

Energy has emerged as another central pillar. Through the development of LNG terminals, gas interconnectors and renewable energy projects, Greece has strengthened its role as a regional energy hub in Southeast Europe. This in-

frastructure not only contributes to European energy security and diversification, but also supports industrial development and cross-border cooperation, including with Serbia and neighbouring markets.

At the same time, Greece has made significant progress in building a competitive digital and innovation ecosystem. Athens and Thessaloniki have developed into emerging technology hubs, attracting start-ups, international IT companies and venture capital. Reforms in digital public services, combined with targeted incentives, have improved the business environment and supported the return of highly skilled professionals who had left the country during the crisis years.

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Nearshoring and advanced manufacturing are also gaining momentum.

As European companies reassess global supply chains, Greece is positioning itself as an attractive location for regional production, assembly and distribution.

Industrial parks, logistics zones and specialised clusters are strengthening links between Greek manufacturers and markets in Southeast Europe.

This diversification strategy has been supported by broader structural reforms, improved fiscal discipline and stronger engagement with European institutions. Although challenges remain, including productivity gaps and demographic pressures, Greece has gradually rebuilt investor confidence and institutional credibility.

For Serbia and the wider Western Balkans, this transformation creates new opportunities for partnership. Energy 16

connectivity, transport corridors, digital cooperation and integrated supply chains are reinforcing economic interdependence and supporting regional stability. Greek companies operating in

By diversifying beyond tourism and strengthening logistics, energy and innovation, Greece is building a more resilient growth model and deepening its regional partnerships

Serbia increasingly reflect this new development model, combining long-term commitment with technological upgrading and sustainable practices.

The shift beyond tourism does not diminish the importance of Greece’s most visible industry. Rather, it places tourism within a broader economic framework that emphasises resilience, innovation and competitiveness. By strengthening multiple growth engines, Greece is reducing vulnerability to external shocks and building a more balanced development path.

As regional integration accelerates and EXPO 2027 approaches, this evolving economic model positions Greece as a strategic partner for Southeast Europe. From logistics and energy to technology and manufacturing, the country’s post-crisis transformation demonstrates how diversification and institutional reform can translate into long-term stability and growth.

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