Diplomacy&Commerce Montenegro - No. 11 - July-August 2025 by Diplomacy&Commerce magazine

EVENT OF THE MONTH

UNITY IN HERITAGE: STATEHOOD DAY ILLUMINATES CETINJE

MONTENEGRO DESERVES A MAJOR TOURNAMENT

DEJAN SAVIĆEVIĆ President of the Football Association of Montenegro

COURAGE, VISION AND EXPERIENCE: MY JOURNEY FROM DIPLOMACY TO A BRAND THAT INSPIRES

BOJANA OTAŠEVIĆ

Entrepeneur and Founder of Mille Baci brand

MONTENEGRO READY FOR INVESTMENT IN CLEAN ENERGY

ADMIR ŠAHMANOVIĆ Minister of Energy and Mining in the Government of Montenegro

249TH ANNIVERSARY OF THE UNITED STATES’ INDEPENDENCE

MONTENEGRO BEAUTY

THE TEAR OF EUROPE

EU IS THE ULTIMATE DESTINATION FOR ALL WESTERN BALKAN COUNTRIES

H.E. MR. BRANIMIR JUKIĆ Ambassador of Bosnia and Herzegovina to Montenegro

BUILD A PROJECT YOU BELIEVE IN AND MAKE IT A STORY WORTH TELLING!

NIKOLA MIĆUNOVIĆ Researcher and entrepeneur

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MILOŠ DRAGAŠ CEO dragasm@drafmedia.me

DARKO ŠĆEPANOVIĆ

Editor-in-Chief

darko.scepanovic96@gmail.com

MIRELA VUČINIĆ Advertising Director advertising@drafmedia.me

ZORAN DRAGIĆ

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Translation

Double L D.O.O.

Contributors:

Miloš Dragaš

Robert Čoban Žikica Milošević

Print BIROGRAF

COMP D.O.O.

Atanasija Pulje 22

Zemun

Republika Srbija

Dear readers,

Welcome to the eleventh issue of Diplomacy & Commerce Montenegro magazine! We have successfully withstood challenges and uncovered stories at the crossroads of diplomacy, economy, culture, and society, thereby reaffirming our role as a platform that connects and inspires in a time that calls for responsible decisions and strategic thinking.

and the preservation of stability as the foundation of development. These processes require Montenegro to remain firmly committed to its European path and to build a resilient and prosperous future through reforms and partnerships.

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The past two months have been marked by significant geopolitical, economic, and security developments, which once again demonstrate how closely our region is intertwined with broader European and global dynamics. The intensification of Montenegro’s European agenda, the growing interest of international investors, as well as new tensions in the security environment remind us of the importance of diplomatic dialogue, regional cooperation,

From an economic perspective, global markets continue to fluctuate, with a strong emphasis on sustainability, innovation, and smart investments. These are not only challenges but also opportunities for our entrepreneurs and the economy at large, which must follow the trends of digitalization and green transition in order to remain competitive and connected to international flows. Our numerous interlocutors, in the pages that follow, will confirm this very point – that changes in the world are both a challenge and an opportunity, and that Montenegro, through dialogue, innovation, and

responsible action, can find its rightful place on the global map. Alongside these important themes, we proudly congratulate Montenegro’s U-18 water polo team, who triumphed in Oradea and claimed the title of European champions! Their achievement is proof that Montenegro possesses the talent, dedication, and strength to stand among the best – an inspiration not only for sports, but for society as a whole. Finally, thank you, dear readers, for the trust and support you so generously provide. Your loyalty and interest give full meaning to our work and inspire us to make every issue better, richer, and closer to you.

Enjoy your reading!

Warm regards, Editor-in-Chief, Darko Šćepanović

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ALASKA 2025 TRUMP–PUTIN SUMMIT August 15, 2025, Joint Base Elmendorf–Richardson in Anchorage, Alaska

Photo: Sergey Bobylev, RIA Novosti

H.E.

Mr. Branimir Jukić , Ambassador of Bosnia and Herzegovina to Montenegro

EU is the ultimate destination for all Western Balkan countries

Bosnia and Herzegovina and Montenegro, though today two independent states, share a rich common history and numerous current interests—from economy, infrastructure, and tourism to European integration and security cooperation. These topics were discussed in an interview for Diplomacy & Commerce Montenegro magazine with His Excellency Mr. Branimir Jukić, Ambassador of Bosnia and Herzegovina to Montenegro. In the interview, Ambassador Jukić openly speaks about the excellent bilateral relations characterized by mutual respect and understanding, as well as the challenges ahead on the path to the EU. The conversation conveys a message of closeness and shared values that bind the two countries, along with a clear vision for the future in which cooperation, stability, and concrete infrastructure and tourism projects play a key role. Finally, Ambassador Jukić emphasizes that Bosnia and Herzegovina and Montenegro are not only good neighbours but also true partners in building a stable, prosperous, and European-oriented region.

Mr. Jukić, Bosnia and Herzegovina and Montenegro shared a long common history within the same state and today continue to build relations as two independent but close countries. How do you assess the current level of bilateral relations, and which areas do you see as most promising for their further enhancement?

Bosnia and Herzegovina and Montenegro maintain strong and friendly bilateral relations, grounded in mutual respect and recognition. These ties are free from unresolved issues and have been acknowledged in European Commission reports concerning both nations. As neighbouring countries in the Western Balkans, they have signed and ratified a border agreement, fostering an environment conducive to enhancing good-neighbourly relations, which remain top priorities in both countries' foreign policy agendas. The

relationship is characterized by substantive and dynamic cooperation. Montenegro has made significant progress in its EU integration processes, and Bosnia and Herzegovina continues to rely on this partnership, exchanging experiences, practices, and negotiation methodologies with the EU. A notable development is that, in midJune, a public call was announced for the selection of a contractor to prepare the main design and construct the interstate bridge over the Tara River, which will connect Šćepan Polje in Montenegro and Hum in Bosnia and Herzegovina. This marks the beginning of the reconstruction of the Sarajevo – Podgorica road route, and I believe that both you and your readers are well aware of the urgent need for this project to move forward. I believe that the development of the overall infrastructure connecting Montenegro and Bosnia and Herzegovina will be one of the key tasks facing both countries in the future. Montenegro’s plan to build a network of motorways and expressways on its own territory—including, in particular, the planned Adriatic-Ionian Corridor – naturally extends to Bosnia and Herzegovina. Moreover, we see potential in the development of railway and gas infrastructure, as well as the electricity transmission system, both within the Western Balkans and further towards the rest of Europe.

Economic ties between Bosnia and Herzegovina and Montenegro have so far relied primarily on trade and small-scale investments. Do you see potential for stronger economic cooperation – and in which sectors?

I believe that sometimes the strong economic ties between Bosnia and Herzegovina (BiH) and Montenegro are not emphasized enough, considering the objective size of both economies. Both BiH and Montenegro are members of the Central European Free Trade Agreement (CEFTA), and cooperation between the competent ministries and institutions is truly fair and open.

There is no practice of circumventing customs barriers, and brands established in domestic markets are present in both countries. BiH is one of the top three countries where Montenegro records the highest exports, and although BiH has a surplus in foreign trade, there is a growing number of BiH tourists visiting Montenegro. We also observe investments, not only by individuals in real estate but also by companies from BiH, particularly in the tourism sector, fuel distribution, energy production, and telecommunications. European integration is a long and demanding process for both countries, but also their most important foreign policy objective.

How much can shared experience and regional cooperation accelerate this journey – and where does Bosnia and Herzegovina currently stand in that context?

Once again, I would like to congratulate Montenegro on accelerating its negotiation process and meeting the conditions for closing chapters in the EU accession process. I believe that Montenegro's accelerated accession brings three benefits: primarily to Montenegro itself, then to the region, as Montenegro's entry into the EU will demonstrate that the EU enlargement process remains alive and dynamic, and that reforms lead to improvements in the overall life and standards in the acceding country; and finally,

H.E. MR. BRANIMIR JUKIĆ Ambassador of Bosnia and Herzegovina to Montenegro

for the EU itself, as enlargement remains the best common policy of the European Union, and through integration, Europe becomes a unified geopolitical entity. Bosnia and Herzegovina is slower on this path due to both objective and subjective reasons within the country itself, but I believe that the EU is the final destination for all Western Balkan countries. In the growing bilateralization of the EU accession process, I am pleased to highlight that Montenegro and Bosnia and Herzegovina (BiH) offer sincere mutual support on their EU integration paths. As previously emphasized, Montenegro has been at the forefront of EU integration efforts, and we value the sharing of experiences and practices, as well as the regular consultations between the ministries and directorates of BiH and Montenegro. This collaboration is crucial, given the multitude of practices and policies that need to be implemented, the new accession methodology, and the dynamic nature of the EU, which continues to develop and introduce new policies and legal acquis that were not previously present. Consequently, new candidate countries face an increasing number of tasks to implement. The last enlargement cycle occurred 12 years ago, making Montenegro's experience invaluable for all countries aspiring to join the EU.

Tourism is an area where Bosnia and Herzegovina and Montenegro have much to learn from one another. Citizens of BiH often choose the Montenegrin coast for their holidays, while Montenegrins enjoy visiting Sarajevo, Jahorina, and Mostar. How do you view the potential for developing joint tourist routes, especially those that connect the natural and cultural heritage of both countries?

Tourists from Bosnia and Herzegovina see Montenegro as one of their primary holiday destinations, which is evident from statistics, as visitors from Bosnia and Herzegovina are, year after year, among the three largest outbound markets for Montenegro’s tourism industry. Moreover, Montenegro is no longer perceived solely as a summer destination; for example, New Year’s Eve celebrations in Montenegro –whether in open-air venues or hotels – have truly become a tourism brand. They regard Montenegro as a close and familiar country, which is naturally reciprocal. It is indeed rare to meet a citizen of

either Montenegro or Bosnia and Herzegovina who has not been to Sarajevo, Trebinje, Mostar, Budva, or Kotor. I would venture to say that, due to overall development, greater access to cars, a growing culture of travel, and generally more dynamic lifestyles, more people cross the Montenegro – Bosnia and Herzegovina border today than, for example, in 1988, when we lived in a common state. Furthermore, regarding approaches to third markets, tourist destinations are already being clustered – particularly those near the tri-border area of Bosnia and Herzegovina, Croatia, and Montenegro. Guests visiting any location in this region will almost certainly have excursions in their itineraries that include Mostar, Dubrovnik, and Kotor, all three being UNESCO-listed cities. Likewise, the Dinaric Alps represent a geographical whole – from the Via Dinarica trail to wine routes, and on to rafting on the Tara River. I must also highlight the support of the EU through IPA funds, which border municipalities are making increasingly effective use of—for example, the joint project of the municipalities of Foča and Plužine, Tara 2, worth more than half a million euros. What we, as states, must work on is making communication easier and faster for both entrepreneurs and tourists—through infrastructure development and by ensuring a smoother and quicker flow of people across border crossings, which sometimes take unreasonably long, particularly during these summer months.

Security and stability are among the key criteria for progress toward EU membership. Do you believe that the Western Balkan countries are working together sufficiently to prevent security threats and strengthen mutual trust?

Bosnia and Herzegovina and Montenegro have achieved commendable results in security cooperation. I would like to recall that both countries played a pivotal role in addressing the EU's most significant migration challenge when hundreds of thousands of migrants from the Middle East traversed the Balkan route. As this situation posed a dual challenge – both security and humanitarian – and I believe both nations successfully met these challenges. During the COVID-19 crisis, exceptional collaboration

MONTENEGRO HAS MADE SIGNIFICANT PROGRESS IN ITS EU INTEGRATION PROCESSES, AND BOSNIA AND HERZEGOVINA CONTINUES TO RELY ON THIS PARTNERSHIP, EXCHANGING EXPERIENCES, PRACTICES, AND NEGOTIATION METHODOLOGIES WITH THE EU.

was observed, not only in terms of security measures but also in humanitarian aspects. Relevant ministries, as well as courts and prosecutors, have established a well-developed system of cooperation through international organizations and initiatives (such as Interpol and MARRI) and bilateral agreements. For instance, last year, the competent prosecutors signed a Protocol on Mutual Cooperation in Combating All Forms of Serious Crime and a Memorandum of Understanding on Cooperation in Supporting Witnesses, Victims, and Damaged Parties to Facilitate Their Participation in Criminal Proceedings for War Crimes. Even in the face of natural disasters, such as last year's floods in Bosnia and Herzegovina, Montenegro responded promptly by sending rescue teams and providing assistance through volunteer fire brigades from Tivat and Boka, as well as religious organizations. Police agencies and border services cooperate on a daily basis. Looking ahead, our task is to find ways to expedite border crossings, especially at established and planned joint border crossings like Sitnica–Zupci, Klobuk–Vilusi, Vraćenovići, and Šćepan Polje. We must balance the speed of human movement with maintaining a high level of mutual security.

In a time when differences are often highlighted, what do you consider the most important value that connects the people of Bosnia and Herzegovina and Montenegro – and how can this be further nurtured?

Bosnia and Herzegovina and Montenegro are connected by shared values, ranging from anti-fascism to the core principles upheld across Europe: freedom, democracy, and human rights. Their cooperation is extensive, encompassing economic, political, local government, NGOs, media, scientific, cultural, and educational sectors. While I don't wish to exaggerate, it's evident that numerous events occur regularly—be it sporting matches, folk performances, joint theatre productions, concerts, or exhibitions. I believe that the core – just as in any relationship – is mutual respect and appreciation between the two countries.

A vivid illustration of this bond is the humorous chant "burek sa sirom" (cheese pastry), which has become a symbol of the friendly rivalry and camaraderie between the fans of both countries. This chant has sparked a series of gestures of goodwill – from complimentary meals and tickets to free parking at sports events – culminating in a collective effort to celebrate humanity and kindness.

Photo: Embassy of Bosnia and Herzegovina to Montenegro

Celebration of the 4th July, USA Independance Day, in the U.S. Embassy in Podgorica

249th Anniversary of the United States’ Independence

Celebrating the 249th anniversary of the United States’ independence in Montenegro was a truly unforgettable experience, bringing together friends, partners, and allies in a joyful celebration of freedom and democracy. Ambassador Judy Rising Reinke warmly welcomed Montenegrin President Jakov Milatović, government and parliamentary officials, NGO representatives, members of the media, and academics to honor the courage of America’s Founding Fathers and the enduring spirit that continues to unite the U.S. and Montenegro.

Ambassador Reinke also highlighted that this year’s celebration marks 120 years of diplomatic relations between the two nations – a milestone that signals the dawn of a new era in bilateral friendship. With a shared vision for a secure, democratic, and economically vibrant future, both countries are poised to turn these ideals into decisive action.

“As we celebrate 120 years of diplomatic relations between the USA and Montenegro, I am convinced we are at the cusp of a new era of bilateral friendship built on a shared vision of a secure, democratic, and economically vibrant partnership. Together, let us turn these words into decisive action, just as our founders once did when they risked everything for liberty”, emphasized Ambassador Reinke.

As the fireworks lit up the Podgorica sky, the celebration reminded those present that freedom is not only history, but a living promise that guides both the United States and Montenegro forward.

Montenegro Ready for Investment in Clean Energy

Montenegro’s energy sector stands at a pivotal moment — between inherited capacities and ambitious plans for a sustainable transition. In an interview for the magazine Diplomacy and Commerce Montenegro, the Minister of Energy and Mining in the Government of Montenegro, Admir Šahmanović, discusses key projects that are shaping the country’s new energy reality, Montenegro’s role as a regional energy hub, cooperation with European institutions, and encouraging steps toward involving citizens in energy production and efficient energy use. Minister Šahmanović also speaks openly about regulatory challenges and the arbitration dispute concerning the Brskovo mine concession.

Mr. Šahmanović, how would you currently assess the state of the energy sector in Montenegro? What are its greatest potentials, and where are the weakest points

that require urgent intervention?

Montenegro’s energy sector is in a phase of transition. On the one hand, we still have a stable system that relies on inherited capacities and ensures security of supply for citizens. On the other hand, there is enormous room for development, especially when it comes to renewable energy sources, which still remain underutilized. Montenegro has everything it needs to become a regional leader in the production and export of clean energy. I’m particularly referring to our solar and wind potential, as well as the already existing hydropower infrastructure. The undersea cable with Italy gives us a strategic advantage and positions us as a potential energy hub for the wider region. However, there are challenges, and we must not ignore them. First and foremost is the issue of the Pljevlja Thermal Power Plant, which is undergoing a thorough modernization in order to meet contem-

porary environmental standards and contribute to improving the quality of life for residents in that area. Additionally, there have been challenges related to administrative barriers and slow procedures, which still represent an obstacle to investments in renewable energy—at a time when there is serious interest from both domestic and foreign investors. That is why one of the priorities of this mandate is to adopt a clear and ambitious energy strategy, modernize and digitalize the power grid, and strengthen the legal framework so we can accelerate processes and send a clear signal that Montenegro is ready for investment in clean energy. We have the potential, the knowledge, and international partners—now it is our responsibility to turn that into concrete results.

Montenegro has significant potential for renewable energy production. What are the key projects

currently in development, and are investors still facing regulatory or infrastructure-related barriers? Montenegro’s potential for generating energy from renewable sources is truly remarkable. Sun, wind, and water form a strong energy mix that must be harnessed in a sustainable and responsible way. Our policies are moving precisely in that direction. Among the most important development projects, I would highlight the construction of solar parks in the municipalities of Nikšić, Cetinje, and Podgorica, as well as wind farms in the areas of Krnovo and Gvozd, where concrete investment activities are already underway. We also believe that, in order to ensure a reliable and balanced energy mix—especially as a replacement or supplement for the Pljevlja thermal power plant—a new large-scale hydropower project is necessary. Naturally, this would require full compliance with environmental standards, active

involvement of the local community, and a responsible energy policy with a long-term perspective. At the same time, we are working on battery storage and smart grid projects, as these are essential for a stable energy transition. When it comes to challenges—yes, regulatory and infrastructure barriers still exist. We’ve identified key issues raised by investors: complex administrative procedures, insufficient inter-institutional coordination, and infrastructure limitations in certain parts of the country. Our response is concrete: we are streamlining procedures, digitalizing the permitting system, strengthening the capacity of energy sector stakeholders, and continuously aligning our legal framework with European standards. We have adopted the Law on the Use of Energy from Renewable Sources, passed 15 accompanying by-laws, and introduced, for the first time, an auction-based model for selecting investors—a model that is competitive, transparent, and predictable. The first auction for solar power plants with a capacity of 250 MW has already been launched, marking the largest single investment cycle in Montenegro’s energy sector to date. We have also adopted a new Energy Law, which paves the way for integration into the EU’s single market and introduces new mechanisms: the development of energy communities, active consumers, aggregators, the implementation of dynamic pricing, protection of vulnerable groups through the concept of energy poverty, and a strengthened institutional framework for a just transition. We have also adopted the Law on the Security of Supply of Petroleum Products (also referred to as oil derivatives), as well as the Law on Safety Measures in Offshore Hydrocarbon Exploration and Production. Two additional legislative proposals are now in their final phase: one concerning cross-border exchange of electricity and natural gas, and another focused on cross-border infrastructure projects.

To what extent is regional cooperation crucial for the stability of energy flows in the Western Balkans, and which projects do you consider most important for cross-border integration in the coming years?

Regional cooperation is essential. No country—including

Montenegro—can ensure full energy security on its own, especially in the context of an increasingly dynamic energy transition and growing consumption. In the coming years, our priorities will include better utilization of the existing undersea cable with Italy, improving interconnections with Bosnia and Herzegovina and Serbia, and constructing a new electricity link with Albania. At the same time, we are working to align with EU market rules and regional energy trading platforms. Montenegro’s goal is to be a reliable partner and an energy bridge between the region and the European Union—through concrete infrastructure projects, and also aligned policies, and open cooperation.

How has Montenegro adapted to the turbulence caused by the global energy crisis? Has the crisis accelerated strategic decision-making or further delayed the energy transition?

The global energy crisis was a serious test for all countries—but also an important lesson. Thanks to its own production capacities and timely institutional measures, Montenegro managed to avoid major disruptions in supply. Moreover, the crisis did not slow us down—it further motivated us to accelerate strategic decision-making. It became clear that energy independence, investment in renewables, diversification of production, and modernization of the grid are no longer options, but necessities. In that spirit, we

have adopted a series of important laws and launched institutional reforms that are guiding us toward a sustainable, modern, and resilient energy system. The crisis reminded us that energy security is inseparably linked to sovereignty—as well as to economic stability. And that is the path we intend to continue following.

To what extent is your ministry focused on introducing measures that enable citizens and small businesses to actively participate in the energy transition—for example, through incentives for solar panels or energy efficiency? Energy efficiency incentives are being implemented through multiple models. In cooperation with international partners such as the World Bank, the EBRD, and KfW, we are investing in public buildings, primarily in the health and education sectors. We are raising standards in design and construction, which is crucial for long-term sustainability. On the other hand, through subsidy programs, the state has enabled a wide range of activities for citizens—from the purchase of high-quality air conditioning units to improving the energy performance of residential buildings. The focus has often been on the northern part of the country, such as Pljevlja and Bijelo Polje, due to the high levels of air pollution during the winter months. The third mechanism involves commercial projects by EPCG and its subsidiary Solar, which enable citizens to install solar panels

and produce their own energy. We are encouraged by the fact that more and more citizens are recognizing energy efficiency as both a personal and societal benefit—in their homes, workplaces, schools, and hospitals. Additionally, the new Energy Law introduces mechanisms for the development of energy communities, active consumers, and aggregators—that is, all forms of organization and market participation that allow citizens and businesses to actively engage in the production of energy from renewable sources. In cooperation with the World Bank, energy efficiency improvements have been successfully completed in seven healthcare facilities over the past few years, with an investment of €4.5 million. Through the KfW program, energy efficiency upgrades were carried out in four educational institutions in Bar and Cetinje, and a contract is being prepared for three more facilities in northern Montenegro. Currently, construction is underway on a retirement home in Risan, valued at €6.56 million, serving as an example of a modern and energy-efficient public institution. In this important process of energy transition, the Government of Montenegro and the ministry I lead remain reliable partners—both to our citizens and the international community. We are ready to work alongside European institutions, regional stakeholders, and investors to meet the challenges of our time and ensure a secure, sustainable, and fair energy future for all.

An arbitration dispute has been initiated against Montenegro regarding the concession for the Brskovo mine. What are your expectations?

The arbitration process is still in its early stages. At this moment, the selection of a law firm to represent the state in the proceedings is upcoming. This process will be conducted through a public tender, in accordance with regulations. I wouldn’t want to speculate on the outcome of the arbitration. What I can say is that the government’s decisions regarding the concession were made to protect the public interest. Our current task is to ensure strong legal representation and to present ourselves as a serious and reliable legal entity in the international arena.

Dejan Savićević, President of the Football Association of Montenegro

Montenegro Deserves

A Major Tournament

When the name Dejan Savićević is mentioned, the first association for football fans across Europe—and beyond—is a talent without borders. The "fantasista" from Podgorica, who created poetry with the ball and made fans leap from their seats, remains just as dedicated to football today—but in a different role. As President of the Football Association of Montenegro, he has been guiding domestic football through the challenges of transition, infrastructural limitations, and systemic struggles for nearly two decades. In an interview with the magazine Diplomacy & Commerce Montenegro, the popular "Genije" reflects on his playing career without nostalgia but with sincerity. He discusses the highs and missed opportunities, football that has changed beyond recognition, collaboration with

Berlusconi, challenges within the domestic scene, and his unwavering belief that Montenegro—sooner or later—will stand shoulder to shoulder with football giants at a major tournament. In an era when talent often gets lost in the maze of media attention and premature transfers, his message to younger generations is clear: football is not played for money — it is played out of love.

Mr. Savićević, your name is synonymous with one of the most remarkable eras of Montenegrin, Yugoslav, and European football. How do you perceive your playing career now, from the standpoint of a sports official?

I had a good career. You know, in a career, you can always achieve more, but you can also achieve less. To be honest, at the beginning of my football career, I didn't think I would

accomplish even a fraction of what I later achieved. If you had told me in 1985 that I would be a representative of the SFRJ, I would have told you that you're not normal. It wasn't until I was 20 that I realized I would be a good player. Unfortunately, a groin operation limited me a bit more, and because of that surgery, I got injured more frequently. Had that not happened and if I had been physically better, I could have definitely given more. Nevertheless, I'm not dissatisfied with my career. I played in two Champions League finals. I'm sorry that, due to injury, I didn't play in the 1995 Champions League final. Similarly, during my national team career, I regret that my generation in the SFRJ national team missed three major football tournaments: 1992, 1994, and 1996. I'm not saying we would have won

those three championships, but I'm sure we would have reached the top 4. That team consisted of top players: Peđa Mijatović, Siniša Mihajlović, Vladimir Jugović, Dragan 'Piksi' Stojković, Savo Milošević, Darko Kovačević, Zoran Mirković, Slaviša Jokanović, Miroslav Đukić, Željko Petrović, Dejan Govedarica, Branko Brnović... So, it was a constellation of exceptional footballers. It's a pity we suffered because of the political decisions of that time.

How has football as a sport changed from the time you played to today?

I believe football has developed significantly from my playing days to the present in all aspects. There is now much more sponsorship, and considerably greater financial investments are being made in the sport. In my time, there were fewer matches, the

game was more physical, and players weren't protected as they are today. As I mentioned, today much more money is invested in football, there are many more matches, players are better paid, and they receive more protection. Additionally, the technical aspects have improved greatly, and as a result, players are more exposed in the media. Social media is an entirely different matter. In my playing days, 'Milan Channel' had just begun, and now every team has its own club television. Because of this, it's much more challenging for players today in terms of media exposure. Football presents many challenges, regardless of the era in which you play. A career is short, and that is why you must endure all the efforts to make the most of the many wonderful things this sport offers.

TO BE HONEST, AT THE BEGINNING OF MY FOOTBALL CAREER, I DIDN'T THINK I WOULD ACCOMPLISH EVEN A FRACTION OF WHAT I LATER ACHIEVED.

Considering you wore Milan's jersey during the club's golden era, how do you remember your relationship with Silvio Berlusconi, the club's president at the time? Silvio Berlusconi played a key role in bringing me to Milan. He had a habit of watching VHS tapes for two hours each day, reviewing footage of individual players. One day, his associates brought him a tape featuring my matches. After watching it, he instructed them to bring me to Milan. At that time, the Italian weekly 'Guerin Sportivo' published a photomontage showing me in a Juventus jersey, with the headline: 'Arrivederci Baggio, benvenuto Savicevic!' (Goodbye Baggio, welcome Savicevic!). Later, Berlusconi told me that when he saw that publication, he thought the deal was already finalised. He immediately called Ariedo Braida and told him to go to Belgrade and finalise the contract with me. So, since I was Berlusconi's personal choice, I had his unwavering support. In the early days at San Siro, I was quite stubborn and rebellious. The club had a rule that only three of the six foreign players could play at once. I wanted to play, not sit on the bench, leading to intense disagreements with coach Fabio Capello, who even tried to turn the entire locker room against me. However, I had

already established myself as a player, having won the European Cup and secured second place in the France Football’s list rankings. For me, it was humiliating to travel with the team and not play. Yet, whenever I faced challenges, I had Silvio’s protection.

In your opinion, what are the main challenges currently facing Montenegrin football? Where do you see the greatest potential for improvement?

We must consistently aim for progress in infrastructure. It must be understood that, no matter how much we invest, we will always lag behind larger countries. For example, Slovenia allocated €52 million for sports last year, with a large part dedicated to football. Without government support, it is difficult for the Football Association of Montenegro to accomplish everything on its own. We will carry on, as we have before, to initiate infrastructure improvements. I would like to

point out that due to bureaucratic procedures and the interference of certain individuals, many processes are being delayed. The stadium in Cetinje serves as a clear example of this. In Montenegro, planning anything long-term is challenging. Additionally, I would like to see more involvement from Montenegrin coaches in personal development. All Montenegrin coaches who speak English tend to go abroad. The Football Association of Montenegro has organized two major study visits for our coaches working in the First and Second Leagues. We hope to organize a third study visit this year.

The senior men's national football team of Montenegro is still waiting to qualify for a major tournament. What is it that we are still missing to make that breakthrough? We have come close several times to achieving that breakthrough. In 2011, we even participated in a playoff against the Czech Republic. What we lack is a larger pool of players, a broader base. In crucial moments, some players were missing due to injuries. Unfortunately, those who could have replaced them weren't at the same level as the first-team players.

Therefore, our limited player base is our biggest challenge. However, we are working on it and hope that our senior national team will participate in a major tournament. Currently, we are playing qualifiers for the 2026 World Cup, which will be held in the United States, Canada, and Mexico. The path is somewhat narrower. I believe it's much easier to qualify for the European Championship –among 24 teams. We'll see how things stand in the next Nations League, with the hope that we'll secure a spot for the next European Championship through that route. We must remain optimistic, as I truly believe we have a realistic chance of qualifying for that tournament. We were very pleased that the youth national team participated in the recently concluded U19 UEFA Euro in Romania. It's encouraging that this generation has many young talents who will mature and, soon, wear the senior national team jersey.

Montenegro has taken part in numerous UEFA and FIFA programmes. How important are these international partnerships for the growth of local football? Additionally, how would you evaluate the relationship between the Football Association of Montenegro (FSCG) and UEFA and FIFA – and what are the main joint projects currently underway? The collaboration between the Football Association

I ENCOURAGE CHILDREN AND YOUNG PEOPLE TO PARTICIPATE IN ANY SPORT, AS THIS WILL CONTRIBUTE TO THEIR HEALTHIER GROWTH AND DEVELOPMENT.

of Montenegro (FSCG), UEFA, and FIFA is at an exemplary level. Firstly, many of our coaches and referees attend various schools and seminars sponsored by these two organizations. I would like to remind you that UEFA significantly assisted us in establishing the Coach Education Centre. They have supported us in numerous infrastructural initiatives and developmental projects. However, UEFA and FIFA cannot always know what we need within our own country. We must initiate projects and address issues ourselves. UEFA has the "HatTrick" four-year program, established to provide financial support to UEFA member associations for the development and nurturing of football at all levels, whereas FIFA has the "Goal Project." Additionally, we collaborate closely on various programs through which our administration receives different training. These projects allow us to secure substantial funds for infrastructure development, with participation from clubs, local governments, and the state. We have recently launched a major project in Bijelo Polje to build a sports centre, which I believe

will be completed successfully. Since I became president of the FSCG, I have been fortunate to communicate personally with former and current presidents of UEFA and FIFA. Additionally, as a member of the FIFA Council, this membership enhances cooperation between the Association and the international organisations that oversee European and world football.

What would you say to young football talents who dream of becoming the next 'Il Genio'?

First and foremost, I encourage children and young people to participate in any sport, as this will contribute to their healthier growth and development. Unlike when I was a child, today it's challenging to motivate children to participate in sports. I believe that smartphones and social media platforms, which captivate their attention, significantly hinder these efforts. In Montenegro, while children do train, they seldom practice football outside of club sessions. Our playgrounds and fields are nearly empty. This was not the case in the past; I used to play football with my friends even after official training sessions. I also hear

many criticisms about football schools. I believe their existence is beneficial because, without them, it is questionable whether children would play football at all. Currently, we are witnessing a shortage of athletes. A new approach needs to be designed to inspire future generations to engage in sports. Another issue is that some parents use their children's involvement in sports to address their own existential problems. In my childhood, such concerns were minimal. I understand that many young players find it difficult to resist the allure of money. While earning a thousand euros daily may seem attractive, if you're not given the opportunity to play, your development is effectively stalled. I was lucky to play for four years at FK Budućnost, during which I sharpened my skills. Only after that did I move to FK Crvena zvezda as a more experienced player. Finding balance is essential! No child from Montenegro can leave at 18 and expect to play for a major European club. Unfortunately, our training conditions are not on par with those in many European clubs. More focus must be given to young players in the domestic league, and I urge Montenegrin coaches to trust more in youth footballers. Lastly, to young football talents, I would say that love for the game is vital. Be dedicated, train hard, and believe in yourselves and your abilities.

Celebration of Statehood Day in Cetinje

Unity in Heritage: Statehood Day Illuminates Cetinje

On the occasion of Montenegro’s Statehood Day, the Mayor of the Old Royal Capital Cetinje, Nikola Đurašković, the President of the Capital’s Assembly, Milena Vujović, and the President of the Association of Fighters of the People’s Liberation War and Anti-Fascists of Cetinje, Borislav Pravilović, laid a wreath at the memorial ossuary dedicated to patriots and victims of fascism from the Cetinje area who perished between 1941 and 1944. Addressing those present, Mayor Đurašković stated that the event is a tribute to the patriots and victims of fascism who gave their lives for the freedom of Montenegro, but also a confirmation of the people to whom we belong, the values to which we remain faithful, and the future we want to build for our homeland Montenegro.

“At the memorial ossuary of those who gave their lives for a free Montenegro, today we gather as guardians and witnesses of our glorious history, but also as its responsible heirs – aware that this place calls us not only to

remembrance, but to recognize, preserve, and worthily continue what was inscribed in the very essence of Montenegrin statehood with blood and faith in freedom,” said Đurašković.

He added that this site also reminds us to be worthy of those who, without hesitation and fear, stood on the right side of history, emphasizing that: “We may differ politically, and that is legitimate and desirable, but the fight for Montenegro must stand above all differences – because it is not partisan, but a civilizational, state-building, and moral obligation for all of us.”

The President of the Association of Fighters of the People’s Liberation War and Anti-Fascists of Cetinje, Borislav Pravilović, said that the Montenegrin people have always chosen honor and resistance over submission and servitude, and that Montenegro has never been a land of the submissive, much less of the subjugated. “That is why July 13 and its legacy represent a fundamental historical value of Montenegro; it is a symbol of our identity. It is a reminder

that no one has ever gifted us freedom, for freedom is not given – it is earned. We have always paid for it dearly, with blood. And that is why today, as we mark the most glorious date in our history, we do not celebrate war, we celebrate values. We celebrate anti-fascism as the foundation of this country,” said Pravilović.

In addition to the memorial ossuary, representatives of the city administration and the Association also laid wreaths at the nearby monument dedicated to the victims executed on July 30, 1941. Furthermore, on the occasion of Montenegro’s Statehood Day,

the Old Royal Capital Cetinje, the Tourist Organization, and the Cultural Center organized a cultural and entertainment program, which took place on July 12 and 13 at the Students’ Square in Cetinje.

The celebration of one of the most important dates in Montenegro’s history was marked through a series of musical performances by renowned artists from Montenegro and the region, such as Zdravko Đuranović, Žuti Serhatlić, Igor Đurović, and Mila Nikić. The audience also enjoyed a concert by regional music star and pop diva Doris Dragović

Source: Cetinje Mayor's Office –PR Service

The Tara River

The Tear of Europe and the Heart of Montenegro’s Wild Beauty

The Tara River flows through the northern region of Montenegro and stands as one of the most beautiful and significant rivers in Southeastern Europe. Known for its exceptional hydrological complexity, crystal-clear waters, and the breathtaking beauty of its canyon section, Tara has earned the nickname “The Tear of Europe.” Its waters are rich in dissolved oxygen, creating ideal conditions for diverse plant and animal life. Geomorphologically and hydrologically, the Tara is incredibly varied: along its course, it features numerous natural springs, waterfalls, rapids, basins, and tributaries, all contributing to its dynamic landscape. In the Tara Canyon alone, 85 springs and 169 rapids have been recorded. The Tara River is fed primarily by the Veruša and Opasanica, with its largest springs emerging beneath Mount Maglić (2,412 m). The Tara’s flow is significantly boosted during

the rainy season by these sources. Across its 146 km course from source to where it joins the Drina, the river stretches approximately 146 km. Veruša and Opasanica are the Tara’s principal headwaters. Veruša has a course of about 14 km. Opasanica is formed by several smaller streams – Lučka, the Kozeljska River, Kurlaj, the Turjačka River, and Margarita. The highest springs are Bijela Voda, situated at around 1,650 m, and the source below Planinac at about 2,153 m. The Opasanica’s length is roughly 12 km.

In the Tara River basin there are many well-known springs, including Milačka Vrela, Svinjača, Plasnica, Ravnjak, Bjelovac, Čarbudžak, Mušova Vrela, Ljutica, Bijela Vrela, Lazin Kamen, Nikolića Vrela, Likića Vrela, Kućišta, Kaluđerovac, Bajlovića Sige, and others.

Right-bank tributaries of the Tara River: Drcka (13 km), Skrbuša (7 km),

(12 km), Jezerštica together with the Biogradska River (11,5 km), Bjelovićka River (9 km), Rudnica, Vaškovska River, Selačka River (12 km), and Draga (11,5 km).

Left-bank tributaries: Pješčanica (5,5 km), Pčinja (9,5 km), Plašnica (14 km), Štitarička River (13,5 km), Bistrica (6,5 km), and Sušica (15 km).

The total length of the Tara River, measured from its highest headwaters beneath Mount Maglić, is 156 km. From the junction of the Veruša and Opasanica rivers to its confluence with the Drina (specifically near Šćepan Polje), the length is approximately 144 km.

The Tara Canyon, stretching from Kraljevo Kolo to Šćepan Polje, extends roughly 80 km. The catchment area of the Tara River basin covers around 2,040 km². Average annual discharge at Trebaljevo is 25.0 m³/s, while at Šćepan Polje it reaches 79.4 m³/s. The river’s flow varies significantly, ranging from a low of 9.0 m³/s to a maximum of 3,388 m³/s.

In 1977 the Tara River was included in the UNESCO “Man and the Biosphere” programme, and in 1980 the Tara Canyon became part of UNESCO’s World Natural Heritage under Durmitor National Park. This protection reflects its global importance for nature conservation and biodiversity.

The Tara River Canyon is the deepest in Europe and the second deepest in the world, just behind the Grand Canyon in the United States. In places, it reaches depths

of up to 1,300 m. With a length of about 78 km, it ranks among the most striking geomorphological formations in Europe.

The canyon is home to rare species of fish, birds, and forest plants, making this a vital area for biodiversity. The forests surrounding the river are lush and varied, and the river itself provides habitat for many endemic and endangered species.

Tara is highly attractive for tourism, especially adventure and ecotourism. In particular, the area is popular for:

• Rafting on the Tara River –considered one of the best in Europe due to its natural rapids and stunning scenery;

• Hiking and walking tours along the canyon;

• The Đurđevića Tara Bridge, standing 172 meters high, is one of the most famous bridges in the region;

• Eco camps and educational excursions.

Many tourists come specifically to experience navigating and descending the canyon, which offers an unforgettable adventure and a glimpse into the untouched wild nature of the Balkans.

The renowned geographer W. Dervis K. Chesterich once led his students through the canyon and noted that “the Tara Canyon is the most beautiful in the world after the Colorado,” confirming its exceptional scientific, educational, and aesthetic value.

Svinjača

Aleksandar Mijović, Vice CEO in Ljetopis Automotive LLC

Mercedes-Benz Experience Beyond the Wheel

Ljetopis Automotive LLC, the authorized representative of the Mercedes-Benz group in Montenegro, is at the forefront of transforming the country’s automotive market toward electrification, luxury, and innovation. In our magazine interview, Aleksandar Mijović, vice CEO in Ljetopis Automotive LLC, discusses the challenges and opportunities of introducing electric Mercedes-Benz models, the company’s role in developing charging infrastructure, its socially responsible initiatives, and global projects such as the F1 film, which further deepen the emotional bond between users and the brand. Through a dynamic blend of local presence and global strategy, Ljetopis Automotive is setting high standards in automotive mobility in Montenegro.

Mr. Mijović, “Ljetopis Automotive” has recently introduced Mercedes-Benz’s electric models (EQA, EQB, EQC, EQE, EQS). What were the main goals behind this initiative, and how did the Montenegrin market respond to the shift toward sustainable mobility?

The aim of launching the Mercedes-Benz EQ series in Montenegro was to align with the group’s strategy of positioning the brand in the electric vehicle segment. Historically, the EQC – the first fully electric model – achieved major success with over 60,000 units sold in Europe and China. During 2021 and 2022, Mercedes - Benz expanded its electric lineup with the EQA, EQB, EQE, and EQS models, collectively recording impressive sales worldwide. A key highlight is that both the EQE and EQS are available in sedan and SUV variants, offering customers a wide range of options tailored to different preferences and lifestyles. All models feature multiple battery configurations, with the most advanced versions delivering a range of up to 660 kilometers. For performance en-

ALEKSANDAR MIJOVIĆ Vice CEO in Ljetopis Automotive LLC

thusiasts and those who enjoy a sporty driving experience, the EQE and EQS models are available in AMG variants, while those seeking top-tier luxury, the EQS model has recently become available in its exclusive Maybach variant. As for the Montenegrin market, we’ve seen a very encouraging response to the electric Mercedes-Benz lineup. We’re pleased with the number of vehicles sold and the growing interest in sustainable mobility. Mercedes-Benz continues to uphold its legacy of luxury and performance, now seamlessly integrated into its electric portfolio. Of course, challenges remain – particularly around the limited charging infrastructure. However, efforts are actively underway to expand the network and raise public awareness about environmental sustainability and renewable energy. We’re optimistic about the future and committed to supporting this transition every step of the way.

How extensively has your company trained sales and service personnel in electric and hybrid vehicles? Have you already installed EV chargers, and what are your future infrastructure plans?

All members of our sales and service departments have completed comprehensive training programs focused on electric and plug-in hybrid vehicles. Adhering to the standards set by our principal – Mercedes-Benz – is a non-negotiable priority for our company. In March 2023, Mercedes-Benz hosted a Global Training Event in Spain, focused intensively on electric vehicle technologies – an exciting and dynamic event with colleagues from around the world. Our sales team underwent in-depth training on electric vehicles and gained hands-on experience with the Mercedes ME platform, which enhances vehicle connectivity and elevates the driving experience to a whole new level. We expect to launch the Mercedes

ME platform in Montenegro in the first half of next year. On the service side, our technicians have completed both theoretical and practical training modules. Our dealership regularly performs maintenance on electric vehicles for both domestic and international clients. We currently operate five EV chargers within Ljetopis Automotive’s main sales-service center and an additional four at the AMI hotel site in Petrovac. Looking ahead, Ljetopis Automotive is preparing to break ground on a new Mercedes-Benz sales and service center, built to the cutting-edge MAR20X standard. Spanning 6,700 square meters, the facility will feature expanded EV infrastructure, including new DC fast chargers with capacities of up to 100 kW. This investment reflects our long-term commitment to sustainable mobility and to providing our customers with a seamless, future-ready experience.

Your company donated considerable funds for sanitary needs during the COVID-19 pandemic in Montenegro. How do you see the company’s role in socially responsible actions, and do you plan similar initiatives in the future?

Throughout our operations, we have made a concerted effort to engage in socially beneficial projects and support vulnerable groups. The pandemic was an exceptionally difficult and challenging period that required unity from all of us. As a socially responsible company, we actively participated in providing critical support during the pandemic— donating necessary resources and helping Montenegro recover more quickly from its impact. Additionally, I’d highlight our participation in the charity campaign led by the President of Montenegro, which supported at-risk families. The company has also sponsored numerous cultural, sports, and fashion events, including the Montenegro Business Run, Podgorica Millennium Run, Durmitor Trail Run, Montenegro Fashion Week, Ski Resorts of Montenegro, and partnered with the humanitarian organization “Budi Human”. Brand presence at various community events is of high importance – this aligns with Mercedes - Benz’s global strategy of supporting cultural and societal initiatives. Looking ahead, we plan to actively participate in upcoming events. Notably, with Mercedes - Benz ascending to a top-end luxury brand, there is a directive to engage with major high-profile luxury events. Our company was a proud partner of the recently held International Fashion Festival in Porto Montenegro, and I’d also like to mention our collaboration with Portonovi Resort during the past winter season. While we sincerely hope never to face another crisis like the pandemic, Ljetopis Automotive remains steadfast in our commitment to demonstrate social responsibility – providing aid to the community and strengthening our brand presence through meaningful events and initiatives, while maintaining consistent support for society. Ljetopis Automotive also represents other brands such as Smart, Chrysler, Jeep, Maybach, and Evobus. How do you balance the development of the

LJETOPIS AUTOMOTIVE IS PREPARING TO BREAK GROUND ON A NEW MERCEDES-BENZ SALES AND SERVICE CENTER, BUILT TO THE CUTTING-EDGE MAR20X STANDARD. SPANNING 6,700 SQUARE METERS, THE FACILITY WILL FEATURE EXPANDED EV INFRASTRUCTURE, INCLUDING NEW DC FAST CHARGERS WITH CAPACITIES OF UP TO 100 KW.

Mercedes-Benz portfolio with these other brands, and what are your plans to expand offerings in Montenegro?

As of 2009, the partnership between Mercedes - Benz Group AG (then DaimlerChrysler) and Chrysler came to an end, following the sale of the Chrysler brand to Fiat Group. Today, Mercedes-Benz Group comprises the Mercedes-Benz, Mercedes-AMG, Mercedes - Benz Vans, Daimler Trucks, and Smart brands. Among those, Smart has taken the boldest step toward electrification – transitioning its entire vehicle line-up to rely solely on electric powertrains. Meanwhile, Mercedes - Benz Group made a strategic restructuring move by completely splitting off its commercial-vehicle division from its passenger car business, forming Daimler Trucks AG. We are particularly pleased with the performance of the Daimler Trucks portfolio—our company is a proud partner to several public agencies and private firms in this sector. Our diverse range of commercial vehicles has effectively met the needs of clients across a wide range of sectors, including road maintenance, municipal waste collection, and freight transport, etc. Apart from that, I would also like to mention that we are a proud partner of Rosenbauer AG, the world leading manufacturer of firefighting vehicles, having sold many of its superstructures on Mercedes-Benz trucks to the brigades in Montenegro. A notable achievement by Daimler Trucks AG is the new eActros model –an all-electric truck that delivers up to approximately 500 km of range fully loaded, demonstrating that corporate electrification extends well beyond passenger cars. Of course, Mercedes-AMG and Mercedes-Maybach remain iconic: AMG delivers unmatched performance, while Maybach epitomizes Top-End luxury. On a smaller market like Montenegro, we are especially proud of the number of vehicles sold under

both brands. Of course, we must also mention Mercedes-AMG and Mercedes-Maybach – two iconic sub-brands that cater to performance enthusiasts and luxury connoisseurs, respectively. We’re proud of the number of vehicles sold from both lines, especially considering the size of the Montenegrin market. Mercedes-AMG and Mercedes-Maybach have also launched fully electric models. Mercedes-AMG went even further by unveiling the Project One – a hybrid based on F1 technology, delivering an impressive 1,063 horsepower. Project One set a record at the legendary Nürburgring – the fastest time ever recorded by a series-production car. In any case, our sales are overwhelmingly based on Mercedes-Benz passenger and commercial vehicles. Our company plans to expand its portfolio by securing representation for other brands, but we are still in the negotiation phase.

The long-awaited film F1 has recently hit the big screen, following the story of Sonny Hayes (played by Brad Pitt), a talented Formula 1 driver from the 1990s who returns to the track three decades after a devastating crash –only this time behind the wheel of a car powered by Mercedes-AMG technology. In your view, how beneficial are global projects like this film for local brands within the Mercedes-Benz network? Do events of this scale help boost sales, or do they primarily deepen the emotional bond with the brand?

The film "F1" truly met audience expectations and achieved significant box office success, earning around 144 million dollars globally in its opening weekend, which is a record for an original film produced by Apple. The story is very interesting, largely based on the events involving Martin Donnelly, Robert Kubica, and Niki Lauda. Formula 1 represents the strongest global brand in the world of motorsport. We have all dreamed at some point of being

Formula 1 drivers, and cars are the closest thing that brings us to that experience. Emotion and performance are indispensable factors when it comes to cars. Even Mercedes-Benz itself persistently emphasizes an emotional approach to customers when buying and choosing a car. The Mercedes AMG Petronas F1 Team has a rich history of success, with 8 Constructors' Championship titles and 9 Drivers' Championship titles, with drivers such as Michael Schumacher, Lewis Hamilton, and Nico Rosberg. The absolute domination from 2014 to 2021 speaks to the efforts and resources the group invests in Formula 1. The championship spirit and good results undoubtedly contribute to the emotions of customers when it comes to vehicle choice, especially in the AMG segment. It should be noted that the cooperation between AMG and the Formula 1 team is very intensive, and clients are “engaged” in various ways to bring them as close as possible to the F1 experience. For the needs of the F1 film, Mercedes-AMG produced the Mercedes-AMG 63 APXGP Edition model, a limited series of only 52 units produced. I have already mentioned the AMG Project One model, which is the closest experience to driving a Formula 1 car, but again it is a car for “everyday” use and road traffic. I also want to emphasize that Mercedes-AMG founded the “AMG Private Lounge,” a sort of club for AMG drivers and enthusiasts, which enables networking and benefits on a global level. Therefore, Formula 1 is a very important resource both for the group globally and as an experience for individual customers. Global projects like the F1 film have multilayered value for local brands within the Mercedes-Benz network. Although the direct impact on sales is not immediately measurable, such spectacles play a key role in strengthening the emotional connection with the brand, especially among younger generations. The combination of top-notch film production, Hollywood charisma of Brad Pitt, and Mercedes-AMG technology creates an extremely powerful global brand image – one that symbolizes adrenaline, excellence, and innovation. So, although projects like these do not sell cars immediately, they build something much more lasting: trust and emotional belonging to the brand.

Jovan Bojović, Program Director at NGO “Juventas”

When young people are given space – they know how to

make the most of it

In a society facing the challenges of transition, social inequality, and youth emigration, the non-governmental sector often plays a crucial role in protecting vulnerable groups and empowering civic activism. One organization that has been dedicated to this mission for three decades is the NGO “Juventas,” known for its innovative approaches and work with communities frequently marginalized by society. In an interview for our magazine, Jovan Bojović, Program Director of Juventas, discusses the state of youth activism, the challenges faced by NEET youth, the importance of supporting former prisoners, and groundbreaking projects such as the dubbing of cartoons into the Romani language. Through this conversation, we gain a clearer insight into the fight for a more just society “from within” — seen through the eyes of those who

work daily with individuals often forgotten by the system.

Jovan, considering that you are a young man, how would you assess the current level of youth activism in Montenegro? Do young people today have sufficient space and support to influence social change?

I believe it is crucial to distinguish between the potential that young people possess and the actual space provided for them to develop and apply this potential. Youth in Montenegro are increasingly interested in social issues, initiating initiatives, organizing through formal and informal groups, and monitoring political and social changes. However, this often occurs despite the circumstances, rather than due to systemic support. At the institutional level, the space for active youth participation in decision-making remains

limited. While youth policies exist, they often remain on paper. Additionally, the educational system pays minimal attention to civic education and the development of active citizenship. Many young people are unaware of their rights, how the system operates, or how to influence processes. As a result, some lose trust in institutions and turn to passivity or emigration. Nevertheless, what offers hope is the fact that there are young individuals who possess the desire and determination—those who understand that change does not occur overnight and are ready to fight for a more inclusive and just society.

NGO “Juventas” is recognized for its work with vulnerable and marginalized groups. Which projects would you specifically highlight as successful examples of inclusion and reintegration? Furthermore, to what extent do you believe the most vulnerable population categories are systematically protected in Montenegro? Juventas has dedicated its three decades of work to supporting the most vulnerable categories of society, ranging from young individuals in conflict with the law, children and youth without parental care, people who use drugs, to LGBTIQ+ individuals, former prisoners, and other at-risk youth. However, in this interview, I would like to particularly focus on one category that is seldom discussed—NEET youth. NEET is an international term that refers to young people who are not employed, not in education, and not undergoing training (Not in Employment, Education, or Training). In Montenegro, according to the latest data, approximately 20% of youth fall into this category. These are often invisible young individuals—those not integrated into any system, making it easy for them to "fall off the radar" of decision-makers and, conse-

quently, be excluded from existing support measures. Within the "In Employment, Education, Training – NEET" project, we collaborated with NEET youth across several Montenegrin municipalities. Our approach involved identifying their specific needs, organizing training sessions tailored to their interests, providing paid internships, and offering other relevant support. This individualized strategy aimed not only at employment but also at empowering these young individuals. Such an approach is lacking at the systemic level. Recently, certain guarantees for youth have been introduced, which are expected to contribute to improving the status of this population. Apart from the NEET population, I would also highlight the educational support we provide to children from the Roma and Egyptian communities. Our colleagues are actively engaged in implementing activities that help children master the curriculum and acquire additional knowledge and skills. Beyond this type of support, we have launched an innovative initiative being implemented for the first time not only in Montenegro but in the entire region — the dubbing of popular children’s animated series into the Romani language. This initiative not only enables children to learn and develop their language skills in a way that is familiar and engaging to them, but also contributes to strengthening Romani identity and interculturalism. Through this approach, we send a clear message that the Romani language is visible. We believe such initiatives can have a longterm impact on the development of children from these communities and on strengthening their sense of belonging in society.

As part of the LIBELA project, you worked on reducing ethnic distance among high school students and promoting cultural diversity.

JOVAN BOJOVIĆ Program Director at NGO “Juventas”

What were the key research findings, and are young people in Montenegro today more open to diversity than before?

Through the LIBELA project – Contribution to Preserving Multinational Harmony Among Youth –we addressed the important and sensitive issue of young people's attitudes towards ethnic and cultural diversity. A survey conducted with a sample of 882 high school students revealed that one in six students reported experiencing discrimination due to their national identity, with the highest ethnic distance expressed towards the Roma and Albanian communities. Additionally, the results indicated that only one-third of young people believe their schools promote multiculturalism, while the majority obtain information about different cultures through social media rather than the educational system. Despite concerning data, it is encouraging that young people in schools most often express openness to professional and everyday collaboration with members of other ethnic groups and generally feel comfortable in mutual interactions. The greatest challenges remain in the spheres of intimate relationships and leadership positions, where prejudices are more pronounced. It is important to emphasize that the LIBELA project did not conclude with a single phase—its outcomes have served as a foundation for continued efforts. We are successfully implementing project extensions through new workshops, educational activities, and youth mobility programs that bring together high school students and university students of various nationalities. Through all these activities, we continue to strengthen intercultural dialogue, develop empathy, and reduce prejudices through direct contact and collaborative work among youth. This continuity demonstrates that when young people are given space, they know how to utilize it—and our task is to provide them with that opportunity.

IT IS ENCOURAGING THAT YOUNG PEOPLE IN SCHOOLS MOST OFTEN EXPRESS OPENNESS TO PROFESSIONAL AND EVERYDAY COLLABORATION WITH MEMBERS OF OTHER ETHNIC GROUPS AND GENERALLY FEEL COMFORTABLE IN MUTUAL INTERACTIONS.

If you had the opportunity to introduce a reform measure at the national level in the areas of youth, human rights, or vulnerable groups, what would it be?

Collaboration with international foundations has played a crucial role in the development not only of our organization but also of the broader civil society in Montenegro. For instance, SHL provided essential support in 2015 for the establishment of the High School Students' Union of Montenegro (UNSCG) and continued to support its operations in the subsequent years. This support was not solely financial; it encompassed the development of structure, training, and capacity-building for young individuals who became agents of change in their communities. Such models, which combine financial stability with mentoring and strategic support, have demonstrated the greatest impact and sustainability. Montenegro hosts numerous international organizations and foundations that support various reform processes, work with marginalized groups, enhance education, strengthen civil society, and more. I prefer not to single them out individually, as each contribution holds unique value. What truly matters is that this support is utilized responsibly and aligns with the genuine needs of communities, rather than

merely fulfilling formal project objectives. International foundations recognize Montenegro's complex social context—small communities with pronounced inequalities, limited capacities, and often weak institutions. However, they also see people and organizations with the will and knowledge to initiate change. The path to the European Union opens additional opportunities for accessing numerous funds, not only for non-governmental organizations but also for state institutions. This requires greater intersectoral cooperation, higher-quality planning, and clearly directed initiatives that can respond to the strategic needs of society. If we wish to maintain or increase the presence of international partners, we must demonstrate that we know how to act in the best interest of the communities we represent, understand the local context, and have the capacity to create lasting change. Additionally, it is important to remain steadfast on our European path, which brings real benefits to the citizens of Montenegro, including various forms of support not only to institutions but also to other relevant stakeholders and citizens.

Considering the high recidivism rate in Montenegro and the complete absence of systemic measures for the reintegration of individuals released from prison, the reform measure I would implement would involve establishing a national social enterprise aimed at employing prisoners and former prisoners. Additionally, I would introduce specific incentives for private employers who hire them. Support for individuals after their release from prison should not be voluntary or occasional—it must be systemic, accessible, and focused on sustainable reintegration. The lack of economic security and a sense of belonging is one of the main causes of recidivism. Individuals who have served their sentences often lack societal support, basic living conditions, and employment opportunities, which further stigmatizes them and places them on the margins of society. This not only harms the individual but also society as a whole, as evidenced by the significant increase in recidivism in 2024 compared to previous periods. Employing this population not only strengthens their socio-economic status but also, in the long term, reduces public expenses associated with repeated judicial and prison procedures. By investing in their economic integration, the state is effectively investing in stability, security, and sustainable development. A social enterprise would serve as a space for learning, earning, and building work ethics. In addition to such enterprises, the state could introduce subsidies and tax incentives for employers who hire former prisoners. The reintegration of ex-convicts should not be viewed as an individual responsibility but must be recognized as part of public policy, as it pertains to the realization of the right to work, a dignified life, and equal access to opportunities.

In your previous work, you have collaborated with numerous international foundations, such as SHL. What have been the outcomes of these collaborations, and which support models have proven most effective? Additionally, what aspects of Montenegro are appealing to international organizations, and how can they be further attracted? Photo: Private

archive

A Symbol Of Emancipation And Strength Of Montenegrin Women

When we talk about Montenegro’s glorious past, the spotlight often falls on Montenegrin heroes, vojvodas, serdars, and governors – the male figures who, throughout the centuries of our nation’s existence, have written history with their bravery and valor. However, in the shadow of these great stories and names lies another equally important dimension – the story of women, their quiet struggles and contributions, which have often gone unnoticed in many books but have been just as vital for the survival and progress of our society.

A special place in that story belongs to the daughters of King Nikola Petrović – princesses who, each in their own way, contributed to the fame and international reputation of the small but proud Kingdom of Montenegro, often even more than its famous male representatives. Princess Ksenija is one of the figures in Montenegrin history for whom Cetinje, in particular, holds sincere respect and a touching sentiment, and whose patriotism and devotion to the homeland deserve the admiration of generations. Princess Ksenija was born in 1881 in Cetinje as the tenth child and eighth daughter of King Nikola and Queen Milena. Although she came from a royal family, her life was far from the usual courtly routine, and from an early age, Ksenija displayed a strong sense of individuality, independence, and an unusual openness to modern ideas. At a time when women’s freedom was often confined to ballrooms and protocol, Ksenija pushed boundaries – she was educated within the Cetinje court, spoke several languages, kept up with political events, and had a deep interest in science and social movements, which set her apart in an environment that did not expect

such an active role from a woman. In political life, too, Ksenija was more than a quiet observer; her father, King Nikola, gave her the nickname “The Great” in recognition of her role as a trusted advisor and closest collaborator.

Considering Ksenija’s wisdom and strength of spirit, it’s no surprise that she went down in history as the first woman to drive a car not only in Montenegro but across the entire Balkans. As early as the beginning of the 20th century, she was driving a Fiat 1100, which led chroniclers to describe her as a woman confidently stepping ahead of her time. She was devoted to the art of photography, and her artistic work was recognized beyond the country’s borders. As a member of the Vienna Photographic Society, she stood shoulder to shoulder with European photographers of that era. She left behind a valuable record of everyday life at the Montenegrin court, strong enough today to be regarded as a cultural treasure. Her camera is still preserved by the King Nikola Museum in Cetinje, resting on the little table in her room where she once created her art. Beyond everything that set her apart – her education, artistic talent, political insight, and humanitarian work – Princess Ksenija is also remembered for her personal choice never to marry. At a time when the fates of women from royal courts were almost exclusively shaped by political marriages, her decision to remain single attracted attention and surprise from the public, especially considering that her sisters were married into some of the most prestigious European dynasties: Jelena to the Italian King Victor Emmanuel III, Zorka to Serbian King Peter I Karađorđević, Milica and Anastasija to members of the Russian imperial Romanov family, and Ana to Prince Franz Joseph of Battenberg. Although many prominent princes and kings expressed interest in Ksenija – including King Alexander Obrenović, Bulgarian Prince Ferdinand, and Greek Princes Nikola, George, and Andrew – Ksenija stayed true to herself and refused to sacrifice her fate to political interests, despite the undeniable diplomatic value her marriage would have held. For someone of her character and spiritual strength, this was a conscious and courageous decision to belong to her own people and family, rather than to a foreign court.

What Cetinje remembers most deeply about her is not just her education or artistic talent, but her immense compassion. During World War I, when the Montenegrin royal family went into exile in 1916, Ksenija never abandoned her mission. In Italy and France, she continued her humanitarian work with numerous Montenegrin relief organizations, supporting refugees and serving as a voice of conscience for a nation struggling to survive. After King Nikola’s death in 1921, she remained by her mother Milena’s side, quietly

carrying the heavy burden of history until her own passing in Paris in 1960.

Today, the example of Princess Ksenija shows how people use knowledge, personal strength, and power in the service of their people. That is why we remember, celebrate, and honor them through modern symbols – as a humble contribution to preserving their legacy. In tribute to Ksenija’s pioneering spirit as the first female driver in the Balkans, more than six decades after her death, Montenegro’s first highway was named after her in 2022 – the “Princess Ksenija Highway.” This symbolically connects past and future: a woman ahead of her time and a country striving forward today. Shortly thereafter, in the same year, the capital city of Cetinje supported the initiative to erect a monument to Princess Ksenija – a bronze sculpture by the academic painter and sculptor Dimitrije Popović – placed in the historic heart of the city she marked with her life.

Besides these lasting tributes, the figure of Princess Ksenija is also brought to life through theater: the play Princess Ksenija of Montenegro, which premiered in 1994 at the Zetski Dom in Cetinje, achieved cult status and became one of the most performed productions in the history of Montenegrin theater, with as many as 159 performances. In February of this year, a new production directed by Radmila Vojvodić premiered, attracting great public attention and interest, further confirming the inexhaustible inspiration that Princess Ksenija continues to offer to new generations.

It has been our honor to be the generation that, on behalf of all our ancestors and descendants, expressed gratitude to Princess Ksenija Petrović Njegoš – to be the ones who have given her legacy a permanent place in Montenegro and in Cetinje, her hometown and country, which she longed for during her years in exile. Beyond honoring our past, these gestures also symbolize our responsibility to preserve and nurture the memory of the women who, often invisibly but resolutely, laid the foundations of our nation and wove their courage and determination into the history of Montenegro.

As a woman from Cetinje, and as someone who has chosen the path of knowledge, diplomacy, and public service, I feel proud that she became the symbol of everything we strive for. In this sense, Princess Ksenija remains a lasting inspiration to the women of Cetinje and Montenegro, who believe that dignity and greatness are not inherited by birth but are proven through deeds and the way we serve our people. And Ksenija’s life was exactly that – a quiet, dignified work of a great woman who devoted herself to her homeland Montenegro and became one of the symbols of its unyielding spirit.

PRINCESS KSENIJA PETROVIĆ

Montenegro

- 2025 -

Zip Line

Montenegro in Midair: A Journey Through Sky and Scenery

From canyon depths to coastal heights, zip lines offer a soaring view of Montenegro’s untamed beauty

Zip lines in Montenegro express an unique perspective and a remarkable experience gazing upon a panoramic view of Montenegrin natural beauty itself.

For the most part, they are used in tourism for amusement, leisure, relaxation, enjoyment, fun and simply pleasure. In Montenegro there are characteristic zip lines: Ðurđevića Tara bridge , Zip line Njeguši , K otor cable car (Kotor-Lovćen), Zip line Piva and Zip line Budva - Brajići Presenting and starting off with the largest zip line in Europe, it is exactly a zip line above Đurđevića Tara bridge, within Durmitor National Park, providing an adventure of the deepest European canyon of the river Tara reflecting the altitude of 200 meters above that natural phenomenon. It is consistent out of two zip lines: yellow (824m) and green (1050m). It costs roughly 45€ per person guided with the experienced instructors. The best part is that forward reservation is not necessary, also considering that it can be cancelled up to 24h in advance for a full refund, which is quite a benignity. The zip line is constructed by an Australian design method, prolonging permanence and safety, supporting weights of up to 7 tons.

On the other hand, Zip line Njeguši connects Kotor and Lovćen view, with the longitude of 420m. It is located almost a kilometre above the sea level providing incredible and astounding view of the one of a kind Bay of Boka Kotorska, which is priceless. The ride lasts approximately 45 seconds, and costs around 15€ per person

Moreover, Kotor cable car is a brand new opened gondola unforgettable experience. It is composed of 48 gondolas, each lodging maximum up to 10 passengers. Every gondola is commodious and features high-transparency glass offering an uninterrupted 360-degree panoramic view mostly of the Bay of Boka Kotorska which is breathtaking and awe-inspiring, especially for tourist all around the world who could not remain silent over that kind of beauty. The tickets can be reserved and bought online or directly at the counter, and it costs roughly 23€ per person, with the duration of 10 minutes for a ride.

Furthermore, Zip line PivaPlužine is the longest zip line in Montenegro with altitude of 1400m staring from Nature Par Piva. The adventure continues as an easy walking through the forest in order that leads nearby to the bridge on the lake and opens the new impressive sceneries. The ride lasts 30 minutes above the astonishing second largest lake in Montenegro and its peaceful and exceptional mountain surroundings, with the cost of 35€ per person. Last but not least, zip line BudvaBrajići runs from April to October, with the length of 1200m. It costs 30€ per person and it spreads all above the beautiful and charming city Budva and the it’s heart itself - the old town, the famous tourist attraction. This zip line escapade offers a thrilling venture with impressive views above the Montenegrin seacoast attracting a great number of tourist each season.

From the adrenaline surge over the Tara Canyon to the coastal breeze sweeping across Budva’s cliffs, Montenegro’s zip lines aren’t just rides—they’re invitations to see the country from a bold new angle. Each launch is a leap into wonder.

As the harness tightens and your feet leave the platform, the world below transforms—rivers become ribbons, forests blur into brushstrokes, and silence is replaced by the rush of wind. In that suspended moment, Montenegro reveals itself not just as a landscape, but as a feeling.

Photo: Freepik; montenegro.travel

Bojana Otašević, Entrepeneur and Founder of Mille Baci brand

Courage, vision and experience: My journey from diplomacy to a brand that inspires

After almost two decades of living and working in Rome, where she absorbed the spirit of Italy – a country that is itself a brand and a synonym for style, quality, and excellence –Bojana Otašević decided to return to Montenegro and launch Mille Baci, the country’s first luxury ice cream brand. Her extensive diplomatic experience has shaped her vision of leadership and strategy, which she now applies in business, while her life in Italy instilled a passion for detail and dedication to authenticity. In an interview for Diplomacy & Commerce Montenegro magazine, Otašević speaks about the reasons for her return, the challenges and opportunities for entrepreneurs in Montenegro, the role of women in today’s business world, and how global trends can be strategically adapted to the local market.

After 18 years of living and working in Rome, what motivated you to return to Montenegro and create Mille Baci, the first Montenegrin ice cream brand?

Life in Rome had a huge impact on my approach to business and on the development of the Mille Baci brand. Italy is not only a country I love – it is a source of inspiration. Rome is a city where refinement, culture, and tradition merge with a passion for life, and that directly influenced my approach to luxury products. I learned that quality is not only in what you create, but in the way you do it – with dedication, attention, and deep love for what you do. Although Rome had an invaluable influence on my professional development, the desire to return to Montenegro was based on a deeper connection with my roots. Montenegro gives me unlimited potential for innovation, while at the same time allowing me to preserve authenticity and connect local resources with global trends. I decided to return so that through

Mille Baci I could contribute not only to the luxury industry but also to the preservation of tradition – using local raw materials and creating products that reflect the strength and beauty of our country.

How does your experience in diplomacy shape your vision of leadership and strategy in today’s business world?

Diplomacy teaches us that leadership requires a strategic perspective, an understanding of different interests, and decision-making with long-term consequences. Every diplomatic decision demands a balance between vision and reality – the same skills I apply in running my business today. In the modern business world, a leader must know when to be firm and when to be flexible, when to listen and when to act. The strength of a leader is measured by the ability to turn their vision into a path that the team follows not out of obligation, but because they truly believe in it.

What key global economic trends do you consider most important for entrepreneurs, and how can they best be used?

The key global economic trends today are based on digitalization, innovation, sustainability, and user experience. Entrepreneurs who understand how technology and global changes affect the market can create a competitive advantage, but in Montenegro awareness and education must come first. The real challenge is transferring global trends to the local market: entrepreneurs must understand how to adapt technology, innovation, and marketing to their own context, without mechanically copying foreign models. Workshops and training, in cooperation with relevant state institutions, are particularly important – where entrepreneurs can learn how trends work, how to implement them into a product, how to select a target group, and how to communi-

BOJANA OTAŠEVIĆ Entrepeneur and Founder of Mille Baci brand

cate strategically with consumers. It is important to understand that product quality alone is no longer enough – the product must tell a story, be differentiated, connected to the brand’s values, and communication must build trust and long-term relationships with consumers. Specifically, in Montenegro, entre-

preneurs must analyze their competition, understand their capacities and markets, and then strategically apply global experiences by adapting them to local realities. Only then do trends become a tool – and not just theory – enabling the creation of brands that are both locally relevant and globally recognizable.

How do you see the transformation of Montenegro into a prestigious tourist destination, and what do you consider most important for its international brand?

The recognition of Montenegro as a prestigious tourist destination depends on the synergy of the state, major investment projects, and local entrepreneurs. We must develop infrastructure, service quality, and offerings in a way that attracts and retains visitors year-round. Montenegro still does not have a tradition of luxury tourism, and we must acknowledge that – everything we are building now is only laying the foundation for the destination’s recognition. We must learn from our neighbors, primarily Croatia, and then look toward Greece, Italy, France, and Spain – countries with strong traditions in luxury tourism. It is crucial to understand that we must provide added value for someone to choose Montenegro. Special attention must be paid to service pricing, as this plays a key role in the development of offerings and in regaining tourist trust. Urgently, air connectivity, service standards, and quality must be resolved, as well as clearly defining the tourism offer. Montenegro is not just the coast –the north has incredible potential, with its nature, mountains, lakes, and eno-gastronomic offerings, which allow for the development of year-round tourism. We should not see investors as a threat, but as partners contributing to Montenegro’s development and positioning as a luxury and diverse destination. Only through a strategic approach, a serious vision, and consistent investment in quality can Montenegro regain the trust of guests and become a recognized destination throughout the year.

In your experience, what are the greatest challenges – and at the same time the greatest opportunities – for women in today’s global business environment, and how can they best be used?

When speaking about challenges and opportunities for women in today’s business environment, I would distinguish between two groups. The first are women who lead and manage businesses built by others – they have the chance to show their managerial potential, experience, and leadership ability. The second group, which I personally find particularly inspiring, are women who create something from scratch. For them, much more than

love and self-belief is required –courage is crucial, as well as a certain dose of audacity, especially in Montenegro, where being a woman entrepreneur is still a challenge. Being a woman today is a challenge, and if you are a woman entrepreneur building your business from the ground up, that challenge becomes even greater. Women are still a minority in negotiations, business communications, and strategic decisions, and often face male counterparts in situations that demand careful balancing. But it is precisely there that the greatest opportunity lies: those who manage to overcome these challenges become strong leaders, able to build authority and respect in communication and leadership. When you add to that life experience, high education, and all the advantages that femininity brings – something Montenegrin women often possess – it becomes clear that these traits are both an advantage and an additional challenge, requiring courage, wisdom, and consistency in every business situation.

How do you balance vision and risk in entrepreneurship, while also drawing on the lessons you gained from living and working abroad?

Balancing vision and risk in entrepreneurship is one of the most important, but also most difficult tasks for every leader. Vision gives direction and meaning, while risk requires the courage to step into the unknown, accept uncertainty, and make decisions that can change the course of business. Without vision, there is no inspiration or strength to move forward, but without risk, there is no growth or real progress. The true skill lies in finding balance between these two poles – building long-term foundations while at the same time being brave enough to take calculated risks that can bring transformation. Italy is a country that is a brand in itself – a place where you learn at every step, from its culture, way of working, and approach to life. Made in Italy is not just a mark of origin, but a globally recognized standard of quality, style, and excellence. Anyone willing to learn can find countless lessons there on professionalism, attention to detail, creativity, and a constant striving for perfection. This experience taught me how important it is to look at the world broadly, absorb the best models, and apply them in your own business. In Montenegro, a developing

“THERE ARE DECISIONS THAT CHANGE THE COURSE OF LIFE, AND THEN THERE ARE THOSE THAT MAKE YOU PACK YOUR BAGS AND CROSS BORDERS. EIGHTEEN YEARS OF LIVING IN ROME TAUGHT ME THAT THE WORLD BELONGS TO THOSE WHO HAVE THE COURAGE TO CREATE IT. ROME AND ITALY SHAPED ME BOTH PERSONALLY AND PROFESSIONALLY, BUT THEY ALSO TAUGHT ME THAT THE TRUE VALUE OF KNOWLEDGE AND EXPERIENCE IS MEASURED WHEN YOU RETURN TO THE PLACE YOU COME FROM. THAT IS WHY I CAME BACK TO MONTENEGRO –NOT OUT OF NECESSITY, BUT OUT OF CONVICTION THAT THE GREATEST RESPONSIBILITY TO ONE’S COUNTRY IS NOT IN LOVING IT FROM AFAR, BUT IN WHAT YOU ARE READY TO BRING TO IT WHEN YOU RETURN.”

market, entrepreneurs often have to create opportunities themselves. That is where the balance between vision and risk becomes particularly important – because it is not enough just to dream big ideas, but to know when to be patient and build foundations, and when to take bold steps that can transform the entire project. Every decision carries potential challenges, but also opportunities, and the ability to align these dimensions is the essence of a successful entrepreneurial path.

If you could highlight one universal lesson from diplomacy that applies directly to business and strategic development, what would it be and why?

If I had to choose one universal lesson from diplomacy that applies directly to business and strategic development, it would be the art of listening. In diplomacy, I learned that true strength lies in careful listening – not only to words, but to tone, context, and even the silence between sentences. This skill allows you to understand the needs, interests, and potential of the other side – even when they

themselves do not fully articulate them. In business, it is the same. An entrepreneur who knows how to listen – to partners, the market, consumers, and their own team – always has an advantage. Listening is not a passive act, but an active understanding and gathering of information that becomes the basis for making the right decisions. When you connect this to strategic development, you achieve stability and the strength to build long-term relationships, not just quick transactions. In diplomacy, as in business, compromise is not a sign of weakness but of wisdom. In both cases, the key lies in trust. And trust is built with patience, consistency, and clear communication. That is why I would say that this lesson – listening that leads to understanding, understanding that builds trust, and trust that creates the foundation for success – is the most valuable bridge between diplomacy and business.

Photo: Nikola Pejović

Nikola Mićunović, Researcher and Entrepeneur

Build a project you believe in and make it a story worth telling!

While many young people opt for stability and a predictable path, Nikola Mićunović chose the challenge—and built a brand that merges tradition, rebellion, and modern entrepreneurial spirit. As the founder of the rakija brand “Manita”, and a collaborator at the University of Donja Gorica, Nikola demonstrates that education and business need not be at odds—they can instead complement each other. In an interview for Diplomacy & Commerce Montenegro, this young man from Cetinje speaks about his personal motivations, the challenges of production in Montenegro, the importance of authentic branding, and his vision for socially responsible entrepreneurship. Mićunović reminds us that the story is just as important as the product—because “only those who have something to tell have a chance to make a mark on the market.”

Nikola, as a young man who entered the business world through the production of rakija “Manita,” how would you describe your personal motivation—what inspired you to shape a traditional product into a contemporary brand? I believe the need to reconnect with tradition, rural life, and production became especially pronounced for me in recent years—particularly during and after the COVID pandemic. Those were times of crisis that made it clear there will be moments (and there will be more in the future) when you’re left to rely solely on yourself and your own ability to live off the fruits of your labor. On the other hand, my drive to pursue entrepreneurship stems from the very entrepreneurial spirit I’ve dedicated years to cultivating in youth—via student organizations and through my academic role at the University of Donja Gorica. In my view, UDG stands as the foremost entrepreneurial initiative in Montenegro since independence. The decision to start my own business was a personal test—a chance to see if I truly believe in entrepre-

neurship, with all its benefits and its challenges. I also wanted to test whether I was genuinely ready and able to launch my own entrepreneurial venture, knowing I had spent years promoting, preparing, and executing projects aimed at supporting young people in their entrepreneurial development. When it comes to Eagle Stone Distillery and the rakija brand MANITA, the reason is simple: I wanted us to produce and market a traditional Montenegrin drink under a brand that would be striking— not just in name, but in quality, which has been our priority from the very start. The name MANITA stems from a desire to revive that rebellious, “maniti” spirit among Montenegro’s youth—the spirit of freedom that, in my view, has recently begun to vanish from our neighborhoods and streets.

I believe that individuals of such character—gifted, courageous, and ready to break free from societal constraints—are the best candidates to become future leaders and entrepreneurs. That’s why our brand slogan is, “The rakija of freedom and character!” We want to create a spirit with its own character, while also awakening the spirit of freedom in every individual, inspiring them to remain dignified, authentic, and true to themselves— regardless of societal pressures or the herd mentality.

Montenegro is increasingly recognizing the value of locally-made, authentic products—but the market still presents significant challenges. How would you assess the business environment for young producers in sectors such as rakija distillation—is the system encouraging or discouraging initiatives like yours?

I must be honest—the business environment offers far more opportunities than we might think when viewed from the outside. Looking at the business climate overall, I believe Montenegro possesses a developed economy and growing institutional support that genuinely aims to help young people launch their own companies. There is an increasing number of financial and technical support programs available, yet I think they are still underutilized by young entrepreneurs. Furthermore, the number of international calls and projects promoting the circular economy and the concept of a smart, green, and sustainable Montenegro is on the rise. Unfortunately, only a very

small number of young entrepreneurs decide to apply for those national and international initiatives. In my opinion, this stems from two key factors—firstly, the lack of awareness among young entrepreneurs and producers about available opportunities that could enhance their business, both financially and professionally; secondly, a prevailing fear of personal initiative—of preparing an application on their own, of taking a chance and risking it, and the realization that not everything can—or should—be pre-arranged in our society.

I must admit that, regrettably, I haven’t devoted enough time and energy to exploring current opportunities and programs—but I'm trying to change that. This matters both for direct support to our business and for the chance to expand our network through new projects. As for rakija production, I believe there’s immense potential for commercial sales and branding of our traditional spirit—especially since there are currently very few officially registered distilleries in Montenegro. I must especially commend the prompt and professional approach of the representatives from the Ministry of Agriculture and other relevant institutions, who perform their duties with seriousness, professionalism, and dedication. To me, they are proof that despite the emigration of young people and the tendency to seek employment in the public sector for the sake of a “secure salary and position,” capable and intelligent individuals still exist who ensure that institutions function consistently. It is also important to highlight the law supporting small producers in Montenegro, which enables us to remain somewhat competitive in terms of pricing, without compromising on product quality — a factor of utmost importance in an environment plagued by unfair competition.

In addition to your entrepreneurial endeavors, you are also actively involved in academic life as a collaborator at the University of Donja Gorica. How do you manage to maintain a balance between these two worlds—science and business—and do they complement each other in your case?

For more than a decade, I have been part of the UDG family, where, in addition to studying, I had the opportunity to coordinate the work of student organizations—arguably the most important professional

I BELIEVE THAT INDIVIDUALS OF SUCH CHARACTER – GIFTED, COURAGEOUS, AND READY TO BREAK FREE FROM SOCIETAL CONSTRAINTS – ARE THE BEST CANDIDATES TO BECOME FUTURE LEADERS AND ENTREPRENEURS.

and life experience I have gained so far. It was precisely thanks to my membership and active involvement in these organizations that I was able to conceive and launch my first projects, conferences, and competitions. This required securing funding and earning the trust of partners—companies and institutions—which enabled me to successfully carry out numerous entrepreneurial and educational events. These events have since become a recognized brand among high school and university students and continue to grow year after year. It was during this time that I realized there is ample space to pursue entrepreneurial success through ideas and projects in which I strongly believe.

After completing my studies at the Faculty of Economics at the University of Montenegro and the Faculty of Information Systems and Technologies at the University of Donja Gorica, I dedicated my master’s research to project management. I am currently finalizing my doctoral studies focusing on the digital transformation of small and medium-sized enterprises in Montenegro. As a teaching assistant at the university, I have the opportu-

nity to work daily with young people—an experience that provides me with immense motivation as well as the responsibility to continually develop myself, conduct research, and pursue professional growth.

I find it deeply regrettable that a significant number of serious entrepreneurs in Montenegro lack the receptiveness, opportunities, and understanding to support socially responsible projects, to initiate the establishment of research centers for the development of new ideas, and to foster the selection of talent as future employees within their own companies. I believe that such a traditional business mindset— one that does not prioritize the continuous improvement of the skills and knowledge of its leaders and teams, nor proactively prepare for future challenges—is unlikely to be sustainable in the long term or globally competitive.

On the other hand, I believe that, in the long run, the worlds of business and education cannot function separately—especially in an era marked by digital technologies, geopolitical and economic crises, and significant disruptions in the labor market.

REGARDLESS OF THE FIELD IN WHICH YOU STUDY, WITHOUT ADDITIONAL EDUCATION AND MULTIDISCIPLINARY SKILLS, YOU CANNOT REMAIN COMPETITIVE IN THE GLOBAL MARKET – BECAUSE TODAY, INSTEAD OF NARROWLY SPECIALIZED EXPERTS, THE ADVANTAGE GOES TO “SMART GENERALISTS.”

It is only when you decide to start your own company that you realize the knowledge and skills you have acquired so far are not sufficient— you must continue learning, work on self-improvement, and quickly adapt to daily challenges. Regardless of the field in which you study, without additional education and multidisciplinary skills, you cannot remain competitive in the global market—because today, instead of narrowly specialized experts, the advantage goes to “smart generalists.”

Rakija in our region is much more than just a drink—it is a part of culture, identity, and even family stories. How important is it to you that “Manita” preserves its authenticity while simultaneously communicating in a contemporary language to a market that values originality? When it comes to the MANITA brand, our aim is to preserve the connection to tradition and culture through quality and character, while telling an authentic story about Montenegro. We neither want nor can afford to compromise on this, as it is precisely this approach that builds trust among our consumers—rakija enthusiasts and connoisseurs of fine spirits alike. At the same time, we strive to be modern, distinctive, and recognizable. I believe we have already achieved this with the name MANITA, which has elicited exceptionally positive reactions from the public and opened the door for us to expand our range and successfully capture the market. Our target audience is not narrowly defined, reflecting the broad vision and core values of the MANITA brand, which extend beyond simply selling rakija and generating profit. Our rakija is primarily intended for lovers of authentic, high-quality spirits, but also for young people and individuals who, inspired by the name itself, are encouraged to take initiative, embrace responsibility, and take risks on the path toward ideas they believe in. Equally important is the invitation to share their own stories—about the spirited nature, past experiences, rebellion, and

authenticity. When discussing the rakija market, we are referring to a production sector in Montenegro that remains insufficiently developed in terms of commercial approach and market valorization. On the other hand, competition in the region is very strong, and without a brand that offers both quality and a compelling story to convey to consumers, it is difficult to build a successful and sustainable longterm business model. Over the past years, I have had the opportunity to meet a large number of serious producers who face challenges in marketing their products—challenges largely stemming from unclear brand communication, as well as the neglect of marketing and branding strategies, which are often regarded as “less important” for business success. Additionally, there are many top-quality rakija producers who have yet to take the leap of starting their own companies and bringing their products to market, due to fear of the unknown and numerous obstacles and barriers. It is precisely for this reason that I believe companies, beyond product quality, must find a way to be authentic through their name, visual identity, and promotion—because only in this way can they capture attention, build a loyal consumer base, and secure their share of the market.

Given your experience in both education and business, do you see yourself as a mentor to new generations of young people who aspire to create something of their own? What advice would you offer to those considering entering similar production ventures but who are hesitant because of the risks involved?

I cannot boast extensive experience or major achievements in business, but on the other hand, I firmly believe that the perception of entrepreneurship is extremely important—especially for young people. Unlike business, where the primary goal is to generate profit and maintain financial success, entrepreneurship encompasses much more: it requires leadership,

socially responsible projects, exploration of new trends, and continuous innovation. These are precisely the qualities and values I would wish for every young person—regardless of whether they start their own company or pursue a different profession. Being different in the work you do—that is the essence of an entrepreneurial mindset. A few years ago, I had the opportunity to earn the trust of international partners and establish the Junior Achievement organization in Montenegro, which has become part of the global Junior Achievement Worldwide network. This is the largest entrepreneurial network focused on youth, ranked among the top 10 non-governmental organizations worldwide and nominated multiple times for the Nobel Peace Prize. I am proud that we launched the JA network office in Montenegro, which today includes over 12 million students, 90,000 teachers, and 500,000 business mentors around the world. Most importantly, thanks to this network, our students and teachers participate in international programs—travelling, developing professionally, expanding their academic and professional networks, and acquiring new

knowledge and skills. In just a few years of work, we have launched numerous national educational programs, helped establish hundreds of student-run companies in high schools, and organized international events aimed at creating new opportunities and projects to empower young entrepreneurs in Montenegro. It is both a great pleasure and a privilege that, through the activities of the JA Montenegro office, I have the opportunity throughout the year to work with a large number of students—remarkable young people from whom I constantly learn, and whom I strive to support in launching their own companies and proving their belief in their ideas and projects.

Unfortunately, bureaucracy and significant administrative barriers remain major obstacles for young people. As a result, many potentially successful initiatives ultimately boil down to enthusiasm alone, leading many to return to traditional professions. Nevertheless, my advice to young people is clear—start projects you believe in and have a meaningful story to tell. Because often, it is the story that makes all the difference.

Photo: Private archive

NIKOLA MIĆUNOVIĆ Researcher and entrepeneur

Wind Farms

A Key To A Healthier And Energy-Independent Montenegro

The shutdown of the thermal power plant in Pljevlja, the largest polluter in Montenegro, is increasingly becoming a necessary step towards the energy transition and the protection of public health. In this process, wind farms represent one of the most important answers to the question – how to ensure clean and secure energy without fossil fuels?

Montenegro, with its natural potential, has ideal conditions for generating wind energy, and the benefits can be manifold – for local communities, municipalities, and the country as a whole.

CLOSURE OF THE PLJEVLJA TPP: AN URGENT NECESSITY

The Pljevlja thermal power plant, which still relies on coal, generates over 90 percent of CO2 emissions from the energy sector. In addition to severely endangering public health, especially during the winter months, its continued operation is in direct conflict with

the obligations Montenegro has undertaken under international climate agreements. The transition to renewable energy sources, such as wind farms, is the only sustainable way forward.

CBAM – EUROPEAN POLLUTION TAX THREATENS MONTENEGRO’S ECONOMY

Starting in 2026, the European Union will introduce the CBAM mechanism (Carbon Border Adjustment Mechanism) – a carbon tax on imports from countries that do not have effective measures in place for reducing CO2 emissions. For Montenegro, which exports a significant portion of its electricity and other goods to the EU market, this presents a serious challenge, particularly if the Pljevlja thermal power plant continues to operate. Products generated using “dirty” energy (from coal) will become more expensive and less competitive, and the burden will ultimately fall on domestic companies, exporters, and – citizens. Electricity price hikes, ris-

ing commodity costs, and a loss of investment will be inevitable unless Montenegro aligns itself with European decarbonization standards. Therefore, the urgent closure of the Pljevlja TPP and the development of wind farms, solar power plants, and especially large hydropower plants as replacements are not only an ecological imperative, but also an economic prerequisite for the survival of Montenegro’s economy within European integration. Each month lost increases the risk that the cost of this European pollution tax will fall directly on the shoulders of its citizens. At the same time, it must not be forgotten that the energy transition must be just, and that employees in thermal energy companies must be provided with alternative employment and secure livelihoods.

GOVERNMENT SUPPORT AND A KEY STEP FORWARD

The Government of Montenegro has recognized the significance of investing in wind energy as part of a broader green transition strategy. In recent years, multiple urban-planning and technical conditions have been issued for the construction of new wind farms, representing a concrete and meaningful step toward developing a modern energy infrastructure. With this initiative, the Government is clearly signaling that Montenegro both aspires and is prepared to become part of the European energy network, while relying on its domestic renewable resources.

SHARED RESPONSIBILITY – LOCAL SUPPORT IS CRUCIAL

While institutional support is essential, the development of wind farms cannot be sustainably achieved without the support of local communities, municipal authorities, and the non-governmental sector. Transparent communication, respect for local needs, and investments in community development are key to building

trust. Many municipalities have already expressed openness to cooperation, and there is an increasing number of successful examples where investors, NGOs, and citizens sit at the same table –united in the interest of progress.

EUROPEAN EXPERIENCE: WIND AS PART OF EVERYDAY LIFE

Wind farms have been built across the European Union for decades, including in proximity to populated areas and even within national parks – with comprehensive environmental assessments and full respect for ecological balance. The experiences of countries such as Germany, Spain, Denmark, and Croatia demonstrate that such projects are not only viable but also desirable. As an EU candidate country, Montenegro has the opportunity to adopt these models and avoid the transitional missteps that others have already encountered.

BENEFITS FOR LOCAL COMMUNITIES

Investments in wind farms bring a range of direct benefits to the municipalities and villages where they are built: New jobs during the construction, maintenance, and monitoring phases; Investments in local infrastructure, including roads, grid systems, and communications; Revenue from land leasing and taxes, which flows directly into municipal budgets and is used for schools, health centers, water supply systems, and other projects important to the local community. For example, the municipality of Nikšić has already experienced positive effects from the “Krnovo” wind farm, and similar outcomes are expected in Šavnik, Pljevlja, Kolašin, and along the coast.

NATIONAL INTEREST –ENERGY INDEPENDENCE

Electricity imports during the winter months cost Montenegro millions of euros. The development of domestic renew-

able sources, particularly wind, reduces this dependency and guarantees a more stable energy system. At the same time, any surplus green energy can be exported, strengthening both the economy and the country’s position in the regional energy market.

MONTENEGRO AS A GREEN DESTINATION

By developing wind parks, Montenegro positions itself as a responsible, modern, and sustainable country – increasingly valued by foreign investors, tourists, and international partners. Wind farms are progressively seen not as threats to nature, but as symbols of progress that help protect it.

CONCLUSION: IT IS TIME FOR A TAILWIND OF CHANGE

Montenegro has a remarkable opportunity – to combine energy security, environmental responsibility, and local development. Wind farms are not merely a solution, but a chance to significantly improve the quality of life

for all citizens in the long term. Shutting down the Pljevlja thermal power plant must be a priority, while the wind – a highly valuable ally on that journey. As highlighted by the Ministry of Energy and Mining, led by the Minister Admir Šahmanović, Montenegro currently boasts four of its most promising wind parks. The company “Permonte” LLC, based in Podgorica and authorized by the Ministry to conduct wind measurements, has spent years studying Montenegro’s natural potential and has confirmed the enormous viability of the Bijela, Sinjajevina I, Sinjajevina II, and Korita wind park sites. According to projections, these represent the most promising projects in the near future and will receive support from the competent ministry of the Government of Montenegro. Additionally, renowned global investors are already showing interest in participating in these projects. In this context, the Bijela wind park has been taken over by “Alcazar Energy,” recognized as one of the leading investor companies in wind energy potential.

www.doublel.me

Photo: Private archive

Milenko Popović, Director of Logistics at Nelt MNE

We Are Dedicated To Building An Integrated And Technologically Advanced Logistics System

Nelt Group has recently adopted a new five-year strategy. What does that mean for Nelt MNE and our market?

The “Ascend 2030” strategy paves the way for the next phase of our development and reflects our ambition to elevate our operations to an even higher level of efficiency, responsibility, and sustainability. The strategy outlines investments totaling €400 million in infrastructure, digital transformation, technological advancement, organizational strengthening, and the acquisition of manufacturing and distribution companies across the markets where the Group operates. For the Montenegrin market, this translates into substantial investments aimed at further enhancing our existing logistics and distribution capacities, with a particular emphasis on logistics. The goal of these investments is not only to expand our current warehousing facilities but also to boost operational efficiency through the optimization of storage and transport processes. This includes modernizing facilities, introducing new technologies, upgrading our fleet, and investing in workforce development—fostering knowledge, growth, and specialization within our logistics teams. A key focus will also be on further digitalizing our operations, with plans to implement advanced software solutions for delivery route optimization, improved warehouse management, and increased transparency across the supply chain. For years, we’ve been committed to working to ensure that logistics is not merely a tool for achieving commercial objectives, but a core driver of our company’s overall growth and development. Through every decision, project, and investment, we are building a modern, sustainable, and technologically advanced logistics system that will actively shape the market in Montenegro—and the region—in the years to come.

MILENKO POPOVIĆ Director of Logistics at Nelt MNE

INNOVATION IN SERVICE DELIVERY IS CRUCIAL FOR MARKET GROWTH, AND LOGISTICS MUST BE AS INNOVATIVE AS THE INDUSTRIES IT SERVES. THAT IS WHY NELT MNE IS THE FIRST COMPANY IN MONTENEGRO TO INTRODUCE SMART SOLUTIONS FOR AUTOMATED PARCEL DELIVERY, BRINGING A COMPLETELY NEW DIMENSION TO THE MARKET.

Can you tell us more about the concept of integrated logistics services offered by Nelt Group and Nelt MNE?

Speed, efficiency, and reliability have become imperatives for all participants in the supply chain. It is from this need that our concept of integrated logistics services emerged—a model we have been systematically developing and implementing, and which represents our key market advantage. This model brings together all logistics functions under one roof: warehousing, distribution, transport, delivery, customs represen -

tation, and automated pickup points (parcel lockers). In doing so, we enable clients to entrust all logistics processes to a single reliable partner—us—gaining efficiency, reducing costs, and eliminating the complexity of managing multiple suppliers. Whether working with a multinational corporation or a local e-commerce brand, we create integrated and flexible solutions tailored to each client. We are a logistics ally that thinks ahead, solves challenges, and continuously innovates for the benefit of the end user. We firmly believe that the future of logistics lies

in integration, personalization, and technology—and Nelt is, as always, ready to lead this transformation. We are one partner offering countless solutions.

How important is continuity in innovation within the logistics business?

It’s crucial. Service innovation is key to market growth, and logistics must be just as innovative as the industries it supports. That is why Nelt MNE was the first in Montenegro to introduce smart solutions for automated parcel delivery, bringing an entirely new dimension of delivery to the market. We’re talking about parcel lockers—an answer to the needs of the modern user who demands speed, flexibility, and full autonomy in managing their time. Beyond expanding delivery capacity, parcel lockers set new standards in the interaction between logistics and the end user. We’re currently expanding our parcel locker network across the country, which will allow service access even in logistically underserved areas, contributing to what we call the democratization of service. There is no doubt that innovations like this represent strategic steps toward better customer experience, greater efficiency, and more responsible business practices. Alongside these innovations, we’re committed to forming strategic partnerships with regional and global leaders in e-commerce, fully aware that online shopping is both the present and future of retail—and that it demands reliable, fast, and scalable logistics solutions. Through all these innovations, we’re proving that Nelt MNE not only responds to market changes but actively shapes them—demonstrating that logistics can and must be smart, sustainable, and accessible to every individual.