• Could you, please, give your assessment of how successful the operation of your company was during 2025?
For the Hemofarm company, the year 2025 was a year in which success was determined by responsibility and continuity. In pharmacy, it is of utmost importance that therapies are accessible, quality is consistent, and trust is maintained, even in complex circumstances.
We entered the year relying on strong foundations: 65 years of business operation and record results from 2024, with 332 million packages produced. This has enabled us to continue developing our portfolio throughout 2025, particularly in the segments of prevention and health care, as well as through the acquisition of the BIOTA Intima and Fortacell brands in multiple regional markets.
I am particularly proud of the awards that confirm our internal quality, such as the ‘Oscar of Quality’ for manufacturing sites in Vršac, Šabac, and Dubovac, as well as the fourth consecutive Top Employer in Serbia award. This is yet another confirmation of our success, resulting from stable processes within the company.
• In what way did the current sociopolitical situation in the country affect the business operations of your company?
The pharmaceutical industry, as well as the entire economy, always depends on the stability and predictability of the system. In such an environment, our task is to manage risks and ensure supply continuity, regardless of external circumstances. At Hemofarm, we achieve this through scenario planning, a robust supply chain, strict quality standards, and continuous collaboration with institutions. In the long term, the industry needs solutions that bring greater transparency and efficiency, as this directly impacts investments and market security.
• Do you see any positive developments regarding the functioning of the industry in which you operate?
I can see several important advancements. First and foremost, the availability of therapies and the resilience of supply chains are becoming central topics, which is a positive sign for the entire industry.
Secondly, the growing role of generics and biosimilars contributes to the sustainability of healthcare systems. Thirdly, sustainability is increasingly being translated from strategy into practice. This is evident through more serious ESG initiatives and dialogues, such as Hemofarm's ESG festival, which addresses concrete issues of importance for healthcare and the industry.
• How do you assess global trends – are you concerned about the business operations of your company and industry as you observe processes worldwide?
Concern is always present, but it is rational and motivating. Global disruptions have clearly shown how sensitive medicine supply chains are, especially in Europe. At the same time, the EU is strengthening the regulatory and production framework for critical medicines. In such an environment, companies that invest in quality, technology, and system resilience will have a long-term advantage. This is the direction Hemofarm has been pursuing for years.
• To what extent do you personally, as a leader, use artificial intelligence in the management process? Is your company strategically committed to introducing AI in its management?
I see artificial intelligence as a support for decision-making, but not as a replacement for responsibility. I use it both personally and professionally. Its greatest value lies in data analysis, the projection of possible scenarios, and risk assessment, especially in complex systems like pharmaceuticals. Over the past 18 months, STADA has trained more than 4,000 employees and integrated AI tools across key business functions, from production and supply chain to finance and marketing. Our approach is clear: no decision is made without the active role and oversight of people. In the healthcare industry, technology must have clear rules, data protection, measurable benefits, and full accountability from employees.
• How do you assess the availability of human resources in the recruitment process within your company? In which segments do you feel the greatest shortage of personnel? What are your proposed solutions?
The market is always ‘hungry’ for profiles that combine specialised knowledge and experience, such as engineering, automation, quality, and IT. Our advantage for many years has been the reputation of a stable and responsible employer. In the long term, solutions lie in stronger collaboration with educational institutions, encouraging young talent, and the continuous development of existing employees. This year, we enrolled 33rd generation of students in the Education Program of our Hemofarm Foundation, through which nearly 4,000 young people have participated over the past three decades. This investment in the future of young people is invaluable, and I encourage other companies to join us in supporting the upcoming generations in this way.
• What are your expectations for the year 2026 regarding the business conditions in the field in which your company operates?
In 2026, I expect the focus to be on stability of supply, regulatory changes in Europe and a powerful impact on efficacy of healthcare systems. European pharmaceutical framework is changing and requires adaptation. For Hemofarm, the answer remains the same. We will continue with investments, as well as investing in quality, processes, people, and resilience. In times of change, companies that operate steadily and prioritise responsibility and sustainability always succeed in the long term.
Source: Advertiser Serbia
