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7.
8. 2016 was the year of development
and harvesting for the Chinese-
Albanian relations. The pragmatic
cooperation between the two
countries in the political, economic-
commercial, cultural exchange
spheres has undergone a constant
progress and reaped many fruits.
The mutual high-level visits have been
frequent and this has increased the mutual
political trust between our two countries.
Deputy Chairman of the Standing Commit-
tee of the National People's Congress of
China, Mr. Ji Bingxuan, the State Councilor
of China, Mr. Yang Jing , Deputy Secretary
of Central Committee for the Disciplinary
Inspection of the Communist Party of
China, Mr. Zhao Hongzhu have visited
Albania respectively; In the meantime, the
Speaker of Parliament of Albania, Mr. Ilir
Meta visited China, the Albanian Prime
Minister, Mr. Edi Rama met his Chinese
counterpart Mr. Li Keqiang in Riga at the
annual meeting of the leaders of the " 16+1"
Cooperation Initiative; the ministers of
Foreign Affairs, Culture, Health, the
President of the Albanian High Court, all
paid visits to China.
During these friendly exchanges and
mutual visits, eight agreements in the fields
of diplomacy, culture, water resources,
twinning of cities, human resources,
economy, technology and local exchanges
were signed, which have paved the way
for all-around, fast and healthy develop-
By Jiang Yu*
Promising Prospects for Wider
Cooperation
ment of bilateral relations between China
and Albania in the new era.
The good political relations between our
two countries have laid a solid foundation
for further promotion of pragmatic bilateral
cooperation in economic-commercial field.
In 2016, the Chinese-Albanian economic
and trade exchanges have increased
steadily, cooperation on big projects
between the two countries has marked a
breakthrough.
After the smooth completion of acquisition
of Mother Teresa International Airport and
the Bankers Company by Chinese
investors, China has become a major
investor in Albania, something that will
serve as a healthy example and precedent
for both sides for the growth of economic
and commercial cooperation in the future.
At present, talks are under way regarding
some projects in which Chinese
enterprises are interested.
Unprecedented opportunities of develop-
ment loom in the horizon of the traditional
Chinese-Albanian friendship. China will
continue to encourage its entrepreneurs to
*Ambassador of the Republic of China in Albania
8 February 2017
FOLLOWBUSINESSALBANIA
DIPLOMACY
The Chinese Ambassador to Albania, H.E. Jiang Yu and
the Trade Counsellor, Mr. Lian Gang during a meeting with
AIDA Executive Director, Mr. Genti Beqiri.
9. FOLLOWBUSINESSALBANIA
DIPLOMACY
9February 2017
invest in Albania under market principles,
and especially to cooperate with the
Albanian side in the fields of energy,
infrastructure, water resources, agriculture,
industrial zones, human resources etc.
The Chinese side wishes to work together
with the Albanian side to build up
confidence, seek a greater convergence of
interests, tap our potentials, turn the will of
cooperation into concrete projects.
China offers assistance to Albania in agricultural machineries
mostly to increase the capacity in irrigation and drainage equipment.
Undoubtedly, a friendly
environment of
investment is essential
for attracting foreign
capital. As we have
been informed, a
number of Chinese
companies are facing
difficulties and
obstacles when they
come to Albania to
invest or find possible
cooperation
opportunities.
On top of all, we hope Albania further
improves business environment, implements
the signed Agreements between the
Government of the People’s Republic of
China and the Government of the Republic
of Albania Concerning the Encouragement
and Reciprocal Protection of Investments,
resolves the disagreements in cooperation
through friendly consultations, protects
effectively the legitimate rights and interests
of the chinese investments, attracts more
chinese enterprises to take part in the
Albanian economic construction, so as to
achieve mutual benefits and win-win results
for the well-being of our two peoples.
During the reception of the National Day of China, a
Chinese cook demonstrates how tofu can be sliced into
hair-thin shreds.
Meeting between the Albanian and Chinese
pupils in 2015.
11. Eduard Zaloshnja, PhD
FOLLOWBUSINESSALBANIA
SPECIAL REPORT
11February 2017
After the deep financial and political crisis Albania experienced
in 1997, its economy went through a long period of rapid
growth, starting from a low base. Between 1998 and 2008,
Albania’s real Gross Domestic Product (GDP) grew by an
average 6.2% a year. The leading sector during that long period
of growth was by far the construction sector – its Gross Value
Added (GVA) grew by an average 16% a year.
After the global financial crisis of 2008-09, construction stopped
being the engine of growth. It was fueled for years by the biggest
Albania’s export – its workers. And after the crisis hit the countries
where Albanians were working abroad, their remittances abruptly
hit the brakes. By 2016, the GDP reached the 10.9 billion Euro
level, and the construction sector’s GVA represented only 9.5% of
it (Figure1). By comparison, in 2009, the construction sector’s GVA
represented a full 15% of the GDP (Table 1).
12. 12
FOLLOWBUSINESSALBANIA
SPECIAL REPORT
As construction’s share in GDP shrank, the agriculture and
fisheries sector has become by far the biggest contributor to
Albania’s GDP – its GVA represented a full 20% of the GDP in
2016 (Figure 1). By comparison, in 2009, its GVA represented
only 16.8% of GDP (Table 1).
Agriculture and fisheries are currently followed by the trade,
transport, hotel/restaurant sector, with a 15.7% share of the GDP
(Figure 1).
As agriculture and fisheries’ share grew significantly since
2009, the trade, transport, hotel/restaurant sector’s share has
experienced a slight decrease – it was 16.7% of GDP in 2009,
same as the agriculture and fisheries sector’s at that year
(Table1).
Manufacturing’s share in the GDP has increased since 2009 –
from 4.3% to 7.2% - but still remains small compared to other
bigger sectors.
Figure 1. The contribution of different sectors to Albania's GDP -2016*
9.5%
5.2%
20%
15.7%
7.2%
2.8%
2.5%
6.2%
5%
2.2%
11.2%
12.5%
CONSTRUCTION
MINING,
ENERGY & UTILITIES
AGRICULTURE
& FISHERIES
TRADE, TRANSPORT,
HOTEL/RESTAURANT
MANUFACTURING
INFORMATION
& COMMUNICATION
FINANCE & INSURANCE
REAL ESTATE
ACTIVITIES
EDUCATION,
SCIENCE
& MANAGEMENT
ENTERTAINMENT
& OTHER ACTIVITIES
PUBLIC SERVICES
TAXES ON
PRODUCTS/SERVICES
Table 1. The GDP share of each sector, 2009-16
Sectors 2009 2010 2011 2012 2013 2014 2015 2016*
Construc on 15.0% 12.9% 12.7% 11.4% 10.3% 8.7% 9.7% 9.5%
Mining, energy & u li es 5.2% 5.5% 5.7% 4.6% 5.1% 5.3% 5.4% 5.2%
Agriculture & sheries 16.8% 18.0% 18.2% 18.8% 19.6% 20.0% 20.3% 20.0%
Trade, transport, hotel/restaurant 16.7% 16.5% 16.7% 16.8% 15.8% 15.8% 15.4% 15.7%
Manufacturing 4.3% 6.6% 6.1% 6.9% 7.7% 7.5% 6.3% 7.2%
Informa on & 4.7% 3.6% 3.4% 3.1% 2.8% 2.8% 2.9% 2.8%
Finance & insurance 2.4% 2.4% 2.6% 2.4% 2.2% 2.5% 2.7% 2.5%
Real estate ac vi es 6.6% 6.2% 6.0% 6.0% 6.4% 6.2% 6.0% 6.2%
Educa on, science & management 2.9% 2.8% 2.9% 3.9% 4.3% 5.0% 5.7% 5.0%
Entertainment & other ac vi es 2.1% 2.5% 2.4% 1.8% 1.9% 2.3% 2.4% 2.2%
Public services 9.9% 10.1% 10.3% 10.9% 11.1% 11.1% 11.3% 11.2%
Taxes on products/services 13.5% 13.1% 13.0% 13.4% 12.8% 12.7% 12.0% 12.5%
Total GDP 100% 100% 100% 100.0% 100% 100% 100% 100%
February 2017
13. FOLLOWBUSINESSALBANIA
SPECIAL REPORT
13February 2017
2009 2010 2011 2012 2013 2014 2015 2016*
1.26 1.18 1.21 1.10 1.00 0.88 1.00 1.07
0.47 0.60 0.56 0.61 0.72 0.73 0.71 0.69
1.52 1.64 1.71 1.81 1.83 1.86 1.88 1.89
1.44 1.50 1.56 1.59 1.49 1.52 1.51 1.60
0.45 0.50 0.55 0.46 0.51 0.55 0.58 0.59
0.39 0.33 0.32 0.30 0.27 0.28 0.29 0.30
0.21 0.22 0.24 0.24 0.25 0.25 0.26 0.29
0.56 0.56 0.56 0.57 0.62 0.62 0.63 0.66
0.25 0.25 0.27 0.36 0.40 0.47 0.54 0.56
0.19 0.23 0.22 0.17 0.18 0.23 0.24 0.27
0.88 0.92 0.96 1.03 1.07 1.11 1.14 1.16
1.15 1.19 1.17 1.22 1.22 1.22 1.20 1.24
8.77 9.12 9.35 9.48 9.57 9.74 9.99 10.32
In the period 2009-16, Albania’s real GDP grew by a moderate
average of 2.5% annual rate. Adjusting for inflation (prices fixed
to year 2010), it grew from 8.77 billion Euros to 10.32 billion
Euros (1 Euro=136 Leks). As Table 2 demonstrates and as it is
illustrated in Figure 2, construction’s contribution to the GDP has
dramatically decreased from 1.26 billion Euros in 2009, to 1.07
billion Euros in 2016.
On the other hand, agriculture and fisheries’ contribution has
dramatically increased from 1.52 billion euros to 1.89 billion
Euros.
A significant increase in GVA has experienced the trade,
transport, hotel/restaurant sector and the public sector,
especially in the last three years.
-
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
10.00
11.00
2009 2010 2011 2012 2013 2014 2015 2016*
TAXES ON PRODUCTS/SERVICES
PUBLIC SERVICES
RECREATION & OTHER ACTIVITIES
EDUCATION, SCIENCE & MANAGEMENT
REAL ESTATE ACTIVITIES
FINANCE & INSURANCE
INFORMATION & COMMUNICATION
MANUFACTURING
TRADE, TRANSPORT, HOTEL/RESTAURANT
AGRICULTURE & FISHERIES
MINING, ENERGY & UTILITIES
CONSTRUCTION
Table 2. The inflation-adjusted contribution of different sectors to Albania's GDP, 2009-16 (in fixed billion Euros)
Figure 2. The inflation-adjusted contribution of different sectors to Albania's GDP, 2009-16 (in fixed billion Euros)
14. 14
FOLLOWBUSINESSALBANIA
SPECIAL REPORT
The construction sector experienced a deep recession in the
period 2010-14. Except for 2012, it shrank by 6.9%-12.4% year
after year during that period (Figure 3).
However, in the last two years it has experienced growth rates
similar to those it experienced during the boom years 1998-
2008.
For example, in 2015, the construction’s GVA increased by
14.1% in real terms, while the GDP grew by a modest 2.6%. The
construction growth is fueled lately by big energy projects (like
the Devoll hydropower project and TAP) and by increased
public spending in urban redevelopment, which are expected
to continue in the near future.
The mining, energy & utilities sector experienced a rapid
growth in the period 2010-13, due to big investments in oil fields
and in ore mines (Figure 4).
However, a slump in international demand for oil and minerals
has put a halt to this sector’s growth. Further growth in this
sector would be dependent on developments in the interna-
tional markets.
Growth fluctuations for selected sectors
Figure 3. Real annual growth in construction
2010 2011 2012 2013 2014 2015 2016*
-6.9%
2.8%
-8.8% -9.3%
-12.4%
14.1%
6.9%
4.0%
2.5%
1.4% 0.9%
1.8%
2.6%
3.4%
CONSTRUCTION GDP
February 2017
15. FOLLOWBUSINESSALBANIA
SPECIAL REPORT
15February 2017
Figure 4. Real annual growth in mining, energy & utilities
2010 2011 2012 2013 2014 2015 2016*
27.2%
-5.7%
8.8%
18.1%
1.4%
-3.2% -2.7%
4.0%
2.5%
1.4% 0.9% 1.8% 2.6% 3.4%
MINING, ENERGY & UTILITIES GDP
Agriculture & fisheries performed better than the economy as a
whole from 2010 to 2012 – its real growth rates were signifi-
cantly higher than the GDP’s (Figure 5). However, its growth has
lagged behind GDP’s growth in the last three years.
Representing currently 20% of the GDP (more than any other
sector), it needs better access to internal and external markets
to reach growth rates it experienced at the beginning of this
decade.
Figure 5. Real annual growth in agriculture & fisheries
2010 2011 2012 2013 2014 2015 2016*
7.6%
4.8%
5.4%
1.1%
2.0%
0.8%
0.4%
4.0%
2.5%
1.4%
0.9%
1.8%
2.6%
3.4%
AGRICULTURE & FISHERIES GDP
16. 16 February 2017
FOLLOWBUSINESSALBANIA
SPECIAL REPORT
The growth rates of the trade, transport, hotel/restaurant sector
have closely followed GDP’s rates (Figure 6), with an unusual
exception – year 2013. In that year, this sector dramatically
shrank by 6.1%.
However, in 2016 it returned to the healthy growth rate of 5.6%
in real terms. Its continued growth would depend on invest-
ments in transport and tourism infrastructure.
Figure 6. Real annual growth in the trade, transport, hotel/restaurant sector
TRADE, TRANSPORT, HOTEL/RESTAURANT GDP
2010 2011 2012 2013 2014 2015 2016*
4.7%
3.7%
1.9%
-6.1%
2.1%
-
0.6%
5.6%
4.0%
2.5%
1.4%
0.9%
1.8%
2.6%
3.4%
17. FOLLOWBUSINESSALBANIA
SPECIAL REPORT
17February 2017
Manufacturing has experienced dramatic fluctuations during
the period 2010-16, due to fluctuations in export markets
(Figure 7).
In the last two years it has experienced tepid growth, which is
expected to continue to be modest until external demand and
investments in this sector pick up steam.
Figure 7. Real annual growth in manufacturing
2010 2011 2012 2013 2014 2015 2016*
11.6%
10.5%
-15.7%
9.8%
8.3%
5.0%
1.9%
4.0%
2.5%
1.4% 0.9%
1.8%
2.6%
3.4%
MANUFACTURING GDP
The real growth in public service has surpassed the GDP’s
growth each year since 2010, with exception of 2016.
The government’s commitment to the debt reduction targets,
established by the IMF might limit the growth of this sector, in
the near future.
Figure 8. Real annual growth in public services
PUBLIC SERVICES GDP
2010 2011 2012 2013 2014 2015 2016*
4.5%
4.7%
6.8%
3.8%
4.0%
3.0%
2.0%
4.0%
2.5%
1.4%
0.9%
1.8%
2.6%
3.4%
18. SIGAL UNIQA Kosova Turns 13,
Proud of its Achievements
This accomplishment was declared by
the CEO of SIGAL UNIQA Group AUSTRIA,
Mr. Avni Ponari, during a press
conference organized on the 13th
anniversary of SIGAL UNIQA Kosova,
celebrated on November 1, 2016.
He underlined that SIGAL UNIQA Group
Austria is ranked among the best 100
companies in the Central and Eastern
Europe (CEE) and expressed his satisfac-
tion that the company presently operates
with more than 40 products on the
market.
“We are happy that this company
currently has 40 insurance products on
the market.
All of these products are of European
level and standards. Also we are happy
that we have a well-prepared staff, able to
When SIGAL UNIQA Group AUSTRIA
Kosova, one of the most
well-known insurance companies
in Kosovo, came into operation in
2003, it had no capital but, 13
years later, it has reached a capital
of 8 million euros while it has
opened more than 60 offices all
over Kosovo and has employed as
many as 250 employees with an
average salary of 700 euros per
month.
18 February 2017
FOLLOWBUSINESSALBANIA
STEAL OF MONTH
Mr. Mal Berisha (L) congratulated on his appointment as
CEO of SIGAL UNIQA Group AUSTRIA Kosova. He got this post last fall.
SIGAL UNIQA Group Austria Kosova
Founded - 23 October, 2003
HQ - Prishtina, KOSOVO
Key people - Mal Berisha (CEO)
Market share - 15.86% in 2015
Paid damages - over Euro 33m in 13 years
Paid taxes - Euro 6.5m in 13 years
Website - http://sigal-ks.com/
19. FOLLOWBUSINESSALBANIA
STEAL OF MONTH
19
manage, lead and represent one of the
best companies of Kosovo,” Ponari told
the media.
In addition, Ponari used this great
opportunity to introduce the new CEO of
SIGAL UNIQA Group Austria in Kosovo,
Mr. Mal Berisha. In his speech, Mr. Berisha
assured everyone that he would continue
working to further the success of SIGAL
UNIQA Group Austria.
"As SIGAL UNIQA has progressed in
these 13 years alongside Kosovo, it will
keep moving ahead. I have the great
honor and pleasure to be part of this big
team,” Mr. Berisha said.
behalf of the Premier of the Republic of
Kosovo, Prof. Isa Mustafa, the Minister of
Education, Prof. Arsim Bajrami, deputy
Governor of Central Bank, Mr. Fehmi
Mehmeti as well as other personalities,
diplomats, artists, partners of the
company and others.
SIGAL UNIQA Group Austria started to
operate in Kosovo in the most important
historical period when Kosovo, just out of
the war, was building its democratic institu-
tions, contributing to the growth of its
economy and to the destroyed businesses
while the country was running towards the
declaration of independence.
It was SIGAL, with a more than 200 years
of experience, which brought to Kosovo
the first strategic insurance investor,
UNIQA GROUP Austria, one of the
leaders in the insurance industry in
Europe.
Nowadays SIGAL UNIQA GROUP Austria
operates with life and non-life insurance
companies in Kosovo. It also contributes
to the cultural, artistic and sportive life of
the country. Specifically, it has supported
Prishtina’s basketball team, “SIGAL,” with
over Euro 1 million. Sigal UNIQA Kosova
marked a 15.86 % share of the insurance
market in Kosovo in 2015.
February 2017
On the same day, both Ponari and
Berisha hosted a grand reception at
Swiss Diamond Hotel in Prishtina.
Among the participants were the Kosovo
Minister of Trade and Industry, Mrs.
Hykmete Bajrami, who greeted them on
View from the grand reception at
Swiss Diamond Hotel in Prishtina, Nov. 1, 2016.
Mr. Avni Ponari (L) and Mr. Mal Berisha at the joint press conference
organized on 13th anniversary of SIGAL UNIQA Kosova on Nov.1, 2016
20. FOLLOWBUSINESSALBANIA
REFORM IN JUDICIARY
20
The constitutional reform, the most thorough reform to have
ever been applied to the Albanian modern constitution,
which was originally adopted in 1998, has a clear guiding
principle: Separation of power and division of work. The
core reason from where this principle derives is undoubt-
edly the need to avoid corruption and application of conflict
of interest, thus ensuring a more democratic and legitimate
judiciary system.
More practically speaking, the main changes applied are as
follows: The separation of the previously (not so) function-
ing institution named High Council of Justice (KLD) into two
different institutions, namely High Council of Judiciary, and
High Council of Prosecution, thus separating the two.
Another addition to the Albanian Constitution was the
institution of the High Inspector of Justice, with the role of
supervising the legality of the job of the High Council of
Judiciary, High Council of Prosecution, and all Courts and
Prosecutions of all levels.
The Council of Judicial Nominations is another institution,
whose existing premise is the need and importance of
accurate selection and proposal of names for the aforemen-
tioned institution. Therefore, the main task of this institution
is to propose names and verify candidatures for other
institution, more specifically The High Inspector of Justice,
and the members of the Constitutional Court.
Map of the reform
EU Commission Grants EUR 90 Million to Albania
The Commission has just adopted the 2016 Programme for Albania
granting EUR 89.7 million to support the country on its path to EU
accession, a press release of the Delegation of the European Union to
Albania confirmed last December.
The programme, it said, follows the enlargement policy "fundamentals first"
by focusing on the areas of rule of law, fundamental rights, good
governance, economic development and competiveness. It builds on the
2014 and 2015 programmes within the Instrument for Pre-Accession
Assistance (IPA II), which amounts to a total of EUR 649.4 million for Albania
over the 2014-2020 period.
The programme specifically supports the implementation of the Albanian
strategy for the fight against corruption and the reform of the judiciary by
continuing its technical assistance programme EURALIUS. The programme
also supports the transport sector, with a focus on the road maintenance to
ensure efficiency in the planning and spending of public resources.
Support will also be provided to the environment sector with a focus on
implementation of the water supply and waste water strategy, and to
agriculture and rural development, in particular for the development of a
land cadastre and for improved food safety and veterinary and phytosani-
tary standards, in view of underpinning agro-food exports as well as to the
fishery sector. This will contribute to the economic development of Albania,
creating more jobs and prosperity for all its citizens, the press release says.
In addition, financial assistance will be provided to civil society and to
support Albania's participation in Union programmes and agencies such as
such as "Erasmus+", "Horizon 2020" and "Creative Europe", for the direct
benefit of the Albanian citizens. Albania also benefits from EU assistance
within the IPA II multi-country programme, providing financial support on a
regional scale.
- Commission DG NEAR web page on Albania:
http://ec.europa.eu/neighbourhood-
enlargement/countries/detailed-country-information/albania_en
February 2017
The Parliament
Prosecution
Special Prosecution *
(a.k.a SPAK)
High Inspector of Justice *
High Council of Prosecution *
Special Prosecution (Prokuroria
e Posacme): An independent
institution from the General
Prosecutor, which investigates
special criminal acts from
special subjects. 10 Prosecutors
appointed by the High Council
of Prosecution
High Council of Prosecution (KLP): Guarantees the
independence, accountability, discipline, status,
and the career of the Prosecutors. 6 Prosecutor
members and 5 non-prosecutor members elected
by the Parliament.
. High Inspector of Justice (ILD) Controls the
activity of the Judges, Prosecutors, members of
the High Judicial Council, High Council of
Prosecution, and the General Prosecutor. The
name is proposed by the Council of Judicial
Nominations and appointed by the President.
APPOINTSILD
CONTROL
CONTROL
APPOINTEDBYTHEPARLIAMENT
APPOINTEDBYPARLIAMENT
21. FOLLOWBUSINESSALBANIA
REFORM IN JUDICIARY
February 2017
Council of Judicial Nominations *
High Council of Judiciary *
Courts/Tribunals
Constitutional
Court
The President
Council of Judicial Nominations (KED): Proposes to
the Parliament, after evaluation and verification,
the names of candidates for High Inspector of
Justice and Constitutional Court’s members who
are elected from the Parliament. 9 lottery-selected
members appointed by the President.
High Council of Judiciary(KLGJ): Ensures
the independence, responsibility, and the
progress of the judicial. 6 judge members
and 5 non-judge members elected by the
Parliament.
P
R
O
P
O
S
E
S
ILD
APPOINTS
CONTROL
VERIFIESANDPROPOSES
High Council of Judiciary
Ensures the independency, responsibility, and the progress of the judicial.
SCOPE
• Appoints, evaluates, promotes and transfers judges
• Decides for disciplinary actions against judges
• Approves and supervises the rules of judicial ethics.
• Directs the work of the judicial administration.
• Proposes and administers its own budget as well as the courts’.
• Informs the public and the Parliament regarding the status of the judicial.
• Other legally determined functions.
COMPETENCIES
• A total of 11 Members
• 6 members are elected from judges
• 5 non-judge members are elected from the Parliament with a 2/3 majority, after the list has been
prepared by a parliamentary commission. If the Parliament fails to elect the members with 2/3 majority
within 3 voting procedures, the list submitted by the commission is automatically accepted.
COMPOSITION
1
High Council of Prosecution
Guarantees the independency, accountability, discipline, status, and the career of the Prosecutors.
SCOPE
• Appoints, evaluates, promotes and transfers prosecutors
• Decides for disciplinary actions against prosecutors
• Approves and supervises the rules of prosecutor’s ethics
• Proposes the to the Parliament the candidates for General Prosecutor
• Proposes and administers its own and the prosecutor’s budget
• Informs the public and the Parliament regarding the status of the prosecution office.
• Other legally-determined functions
COMPETENCIES
• A Total of 11 members
• 6 members are elected from the Prosecutors
• 5 non-prosecutor members are elected from the Parliament with a 2/3 majority, after the list has been
prepared by a parliamentary commission. If the Parliament fails to elect the members with 2/3 majority
within 3 voting procedures, the list submitted by the commission is automatically accepted
COMPOSITION
2
High Inspector of Justice
• Controls the activity of the Judges, Prosecutors, members of the High Judicial Council, High Council of
Prosecution, and the General ProsecutorSCOPE
• Verifies complaints, investigates at his own initiative breaches of law and initiates the disciplinary
proceeding towards judges and prosecutors of all levels, , members of the High Judicial Council, High
Council of Prosecution, and the General Prosecutor Verifikon
• Is responsible for the institutional inspection of courthouses and prosecutors’ office
• Possesses the status of the judge of Supreme Court.
COMPETENCIES
• Is elected with 3/5 of all of the members of the Parliament for a 9 year mandate, from well-known lawyers
with at least 15 years of experience, and who have not held a public function in the past 10 years.
• The list with 5 candidates is presented from the High Council of Nominations in the Judiciary. The first
ranked candidate is automatically elected if the Parliament does not reach the 3/5 majority for neither of
the candidates within 30 days.
ELECTION
PROCEDURE
3
Council of Judicial Nominations
• Proposes to the Parliament, after evaluation and verification, the names of candidates for High Inspector
of Justice and Constitutional Court’s members who are elected from the Parliament.SCOPE
• Proposes to the Parliament, after evaluation and verification, the names of candidates for High Inspector
of Justice and Constitutional Court’s members who are elected from the Parliament.COMPETENCIES
• 9 lottery-selected members from the judges and prosecutors who have never received a disciplinary
action. Comprised by two judges from the Constitutional Court, one judge from the Supreme Court, one
Prosecutor from General Prosecutor’s office, two judges and two prosecutors from appeal court, and one
judge from the administrative court.
• The President selects by lottery the members from 1-5 December. If the President does not select them
until 5 December, the Chairman of the Parliament selects them by lottery within December 10, while the
Ombudsman participates as observer during the lottery and activity of the institution.
• The Head is the member from the Supreme Court.
ELECTION
PROCEDURE
4
Special Prosecution (a.k.a SPAK)
• An independent institution from the General Prosecutor, which investigates special crimes from special
subjects.SCOPE
• Pursues the criminal prosecution and represent the accuse before the special courts and the Supreme
Court.
• According to the material competencies of the special court, the Special Prosecution pursues criminal
prosecution for and represents the accuse for the criminal acts of corruption and organized crime, as well
as criminal charges against the President, Chairman of the Parliament, Prime minister member of the
council of Ministers, judge of Constitutional Court and Supreme Court, General Prosecutor, High
Inspector of Justice, Mayor, deputy, vice minister, member of the High Judicial Council and
Prosecution Council, as well as directors of central or independent institutions determined in the
Constitution or in law, as well as charges against ex-functionaries of the aforementioned.
COMPETENCIES
• At least 10 prosecutors appointed by the High Council of Prosecution for a 9 year mandate, without the
right for reappointment.
• The Head of the General Prosecution is selected from the prosecutors of this prosecution with the
majority of the members of the High Council of Prosecution, for 3 years, without the right of reappoint-
ment, according to the law.
COMPOSITION
5
*newly established bodies
21
24. 24
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FOLLOWBUSINESSALBANIA
AIRLINE
Albanians are looking forward to start
flying directly from Tirana to Buda-
pest. Wizz Air will make this possible
starting from April 2017. What
should they know about this? What
are your expectations about this new
milestone for both countries?
Wizz Air’s new route connecting Tirana to
Hungary’s beautiful historic capital,
Budapest, further enhances our commit-
ment to our customers and our intention
to improve connectivity and create more
travel opportunities across Europe. The
direct service stimulates inbound tourism
to Albania’s vibrant capital as well as to
the country’s beautiful coastline. Under-
lining our commitment to the region, we
look forward to starting a fruitful partner-
ship with Tirana International Airport and
remain committed to bring even more
opportunities and further stimulate
tourism and hospitality industries and
strengthen business relations between
the countries. Wizz Air’s Budapest
network with 59 destinations to 28
countries will also serve as a gateway to
those who wish to self-connect to other
destinations across Europe. The new
route furthermore establishes an impor-
tant link for trade and business between
Hungary and Albania.
Talking about "behind the scenes":
what was the biggest challenge you
faced until reaching this agreement?
And what was the deciding factor?
The main challenge we have faced is the
very high airport charges at Tirana Interna-
tional Airport. In this specific case we
participated in the Hungarian government’s
public procurement process, as Hungary
was keen to build relations to the region.
Wizz Air applied for the tender and has
been awarded a four-year concession
resulting in five new routes from Budapest:
Tirana, Prishtina, Podgorica, Sarajevo and
Skopje all of which start in April.
It sounds this connection goes deeper
than just a business partnership.
Both countries share an early
common past. Do you think this will
be a sound basis for making this
enterprise successful?
We expect this route to be a success
because of the touristic appeal at both
ends. On one hand, Tirana and the breath-
Wizz Air Chief Commercial Officer, Mr. George Michalopoulos explains in an exclusive
interview with Follow Business Albania how both countries worked the way up to April
5th when the first direct flight between Tirana and Budapest will take place. According to
him, Albania and Hungary attract each other. “On one hand, Tirana and the breathtaking
Albanian coastline. On the other Budapest, with its beautiful architecture and historical
heritage,”said Michalopoulos who is married with an Albanian from Kosovo.
We Expect WizzAir to be a Success
because of the Touristic Appeal
at Both Ends
By Rudina HOXHA
February 2017
25. 25
taking Albanian coastline. On the other
Budapest, with its beautiful architecture
and historical heritage.
How can you describe the Wizz Air
experience?
Wizz Air is a value-oriented airline focus-
ing on innovation throughout customer
journey. Our customers book online
either on their desktop or mobile and
check-in online ensuring minimum time
spent in long queues at the airport. We
offer both bundled and unbundled fares.
If our customers select unbundled fares,
they can always add services such as
bags and allocated seats during the
booking process. As for the onboard
experience, we have almost 3000
dedicated professionals committed to
passengers’ safety and ensuring that
they have as enjoyable a travel experi-
ence as possible.
Do you have a success strategy or is
this a risk-taking enterprise?
The key to our success are our people
and our low cost business model. We
operate a very efficient fleet of Airbus
A320 and A321 aircraft (average age 4
years – making it the youngest in
Europe). We now offer more than 500
low-fare routes to 136 destinations in 40
countries around Europe and Middle
East. WIZZ success story would not have
been possible without our dedicated staff
delivering high standard services across
27 bases in 14 countries. Wizz Air’s
What are Wizz Air plans for this year
regarding Albania?
Our current focus is on ensuring that the
Tirana-Budapest route will be a success.
We will be present in the market with
advertising and Albanian customers will
be sure to find low fares on wizzair.com!
continuous development and excellent
service have been recognized with
prestigious global awards, WIZZ was
named 2016 Value Airline of The Year by
Air Transport World (ATW), one of the
largest multimedia information and
services providers for the global airline
market and Low Cost Airline of the Year
by Center for Aviation (CAPA), a leading
provider of independent aviation market
intelligence.
With Albania,Wizz Air
covers the whole region.
How important is that to
your map?
It is very important to us.
We cherish the opportu-
nity to serve the Alba-
nian market directly.
Currently we have a
significant number of
Albanian passengers
who travel on our
services to Podgorica,
Ohrid and Skopje. We
look forward to serving
them from Tirana starting
the month of April!
FOLLOWBUSINESSALBANIA
AIRLINE
What do you know about Albania and
Albanians? Have you visited our
country? Also it would be nice to
know a bit about you and your
hobbies besides planes of course.
I am married to an Albanian from Kosovo!
We actually visit Albania at least once or
twice a year with our son. What can I
say… Albanian hospitality is second none!
In terms of hobbies, I most enjoy sports,
especially football – both watching and
playing.
February 2017
26. FOLLOWBUSINESSALBANIA
TOURISM
Green Coast Resort is a mega project in the field of tourism which is contributing to a new image of Albania around the world. “Our
main objective is to change the mentality and standards in tourism, and to implement new property management and investment
schemes. These schemes are very popular in the most well-known resorts in Europe and almost unknown in Albania,” said the CEO of
Green Coast Resort, Elton Gjika, in an exclusive interview with FOLLOW BUSINESS ALBANIA.
According to Gjika, the Green Coast Resort has acquired the status "Strategic Investor with a special procedure", not only because of
the high value of the investment by Balfin Group, which exceeds the value of 52'000'000 euros, but also because of the impact this
investment will have on tourism and the economy.
Green Coast Resort Onsets a New Era in Tourism
26 February 2017
By Rudina HOXHA
CEO of Green Coast Resort, Elton Gjika
27. What is the philosophy of this mega project?
The philosophy of the project is mainly to change the mentality
in tourism. That would mean to raise the standard in tourism
and services offered.
An important part has also the professional property manage-
ment and developing the new investment programs, which
ensure short term return of investment.
What authentic local experiences will guests have access to the
Green Coast Resort?
The resort is located in one of the most beautiful areas of the
Region, which is also highly appreciated from "Lonely Planet",
"The Huffington Post" etc.
It is close to Vlora, Dhërmi, Himara, Saranda, the ancient city of
Butrint and other villages where traditional crafts are still
practiced. So it is worthwhile to explore the region’s exquisite
natural beauty and its vivid history.
Tour guides will be part of each week so everyone has the
possibility to explore the area and enjoy its beauty.
FOLLOWBUSINESSALBANIA
TOURISM
What is unique about Green Coast Resort? Can you make a glimpse
of it?
Green Coast Resort is the only high end luxury resort located on
Palasa Beach. This is where the Mediterranean and Ionian See
meet, creating a breathtaking seaside landscape as a prime
destination in Albania. Palasa region is one of the rare places
that preserved the nature and heritage of ancient cities and
civilizations, continuing to astonish the visitors.
The resort itself, contains different types of buildings, from elite
villas to apartments for sale and a five star hotel is part of the
project as well. These spacious and stylized villas and
apartments offer exceptional views from the hillside location
among trees and flowers.
The architecture is inspired by the buildings of the region, two
floor houses blended harmoniously into the green with a
seaside view.
The resort is turning into a destination, not only because its
exquisite beauty and the standard it offers, but also because of
new management programs we are implementing for our
clients.
February 2017 27
28. 28 February 2017
How important is sustainability to this
project?
Sustainability is the most important
part of any business of BALFIN Group
and it is somehow the key to success.
Green Coast has acquired the status
"Strategic Investor with a special
procedure", not only because of the
high value of the investment by Balfin
Group, which exceeds the value of
52'000'000 euros, but also because of
the impact this investment will have on
tourism and the economy.
Currently we have the Development
Permit and the Construction Permit for
all the project area and in the end the
residents will be provided with a certifi-
cate of ownership to their property.
To what extent, in your view, is the Green
Coast Resort contributing to the image of
tourism in Albania?
Green Coast, as one of the best resorts
in the region, attaches great impor-
tance to the offered standard and the
quality of services.
FOLLOWBUSINESSALBANIA
TOURISM
The positioning of Green Coast Resort
itself offers a large variety of activities.
Outdoor activities include sailing,
swimming, canoeing, parachuting, diving,
excursions, marine tours, diving,
paragliding, and exploring the seaside
caves of Karaburun by boat.
It also includes indoor activities which
vary from water sports to beach volley,
tennis, included at the Waterfront Prom-
enade Project that will offer its services
starting this summer.
What types of guests does Green Coast
attract?
Currently in Green Coast we have
different profiles of customers, who come
from different countries like Albania,
Macedonia, Kosovo, Sweden, Germany
etc. and different professions like
architects, engineers, accountants,
academics, journalists, entrepreneurs etc.
We can proudly say that Green Coast has
become a “host” of different cultures and
so far seems to have gone well.
29. FOLLOWBUSINESSALBANIA
TOURISM
29February 2017
Our focus is to provide
what is missing in the
Albanian tourism, high
– standard services
and professional prop-
erty management,
under the schemes and
examples known in the
5-star resorts in
Europe.
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no guarantee that authorization will be granted.”
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Tel.: +355 69 60 56 123 www.wat.al, info@wat.al
32. By Rudina HOXHA
Samir Lleshi, Regional Director of Kosovo Chamber of
Commerce, appeals on an exclusive interview with FOLLOW
BUSINESS ALBANIA that it is time for Albania and Kosovo
not to consider themselves competitive markets any more
but instead complementary and stimulating to each other.
“Because it is time not to think any more that the vacuum
of Kosovo-Albania cooperation can be filled in by the
economy of Serbia,” he said.
Lleshi appreciates the engagement of Kosovo and Albania
businesses in different projects while underlined that the
two countries must start thinking about their own
economic cooperation and their future.
32 February 2017
FOLLOWBUSINESSALBANIA
KOSOVO PERSPECTIVE
Please can you make a balance sheet of Kosovo Chamber
of Commerce for 2016? What was its major achieve-
ment?
The Kosovo Chamber of Commerce (KCC) represents the
leading institution of the businesses in Kosovo. It was
founded in 1962 by the Kosovo Parliament.
This year, it will celebrate its 55th anniversary. Our primary
goal is to support and represent the interests of its members
in the best way possible and in particular, to promote the
investments and the development of Kosovo’s economy.
The KCC has achieved important results in the international-
ization of Kosovo businesses through becoming members of
Eurochambers, ICC and other international business institu-
The Vacuum of Kosovo-Albania
Cooperation Cannot Be Filled
in by Serbia’s Economy
33. creating a successful export sector.
From this point, Kosovo has a number of
significant resources such as a low-cost
labor force comparing to other countries
in the region. This might serve as an
advantage to stimulate competition and
create viable sectors. Also the untapped
natural resources, a good arable land
and a smart approach to the regional and
EU markets are other priorities.
The climate business in the Republic of
Kosovo is becoming one of the most
competitive in the region. The created
advantages namely the tax regime, the
natural resources, the transparent laws
related to the foreign investments and
others make Kosovo an attractive and
favorable environment.
I think there is still room for improve-
ments. A greater sense of seriousness is
needed to analyze the addressed issues
by the foreign investors as well as take
measures for their resolution in order to
create a favorable climate business for
the foreign investors.
tions. The KCC has also given an impor-
tant contribution in representing the
interests of the business community in
the Government, ministry and economy
sector, Social Economic Council,
National Council of Economic Develop-
ment, Consultative Council and in the
organization and participation in round
tables and seminars, organized by KCC
and other institutions.
In addition, the KCC has given a
precious contribution in training its
members to carry out a series of activi-
ties ensuring the necessary national
and international licensing.
What are KCC’s relations with Albania
and the Albanian businessmen? What
remains to be done more in this
respect?
The relations between the Kosovo and
Albanian businesses are excellent and
brotherly. The bilateral cooperation is
driven by the national interest to further
progress the political interaction as
well as by the economic interest in
order to advance the process of
production capacity building by
contemporary technology, so our local
markets can be consolidated and
competent with the third market, i.e.
the European Union.
There does exist concrete common
initiatives at different levels of the
bilateral business communities which
positively influence on the increase of
market capacity and consequently of
offer/demand ratio.
Because it is time not to think any more
that the vacuum of Kosovo-Albania
cooperation can be filled in by the
economy of Serbia.
The representatives of Kosovo and
Albania businesses are engaged in
projects about the liberalization and
simplification of the fiscal, tax and
customs procedures as well as about
the harmonization of the tax systems in
both countries.
So, Albania and Kosovo should not be
considered as competitive markets but
complementary and stimulating to each
other. We should be focused on our
economic cooperation. It is time to make
our future.
Are Kosovo and Albania exchanging
expertise to resolve the pending
issues as well as to intensify the
mutual trade contacts?
In order to prevent and eliminate the
problems between our businesses, the
KCC and the Chamber of Trade and
Industry of Tirana have founded the
Business Cooperation Office whose
mission is to carefully analyze the
problems pertaining to the private enter-
prises and the lack of economic coopera-
tion between our two countries as well as
to address the problems the businesses
of both countries may face. This Office
will serve to the businesses of both
countries.
In addition, I feel to underline the impor-
tance of the simplification of customs
procedures or the opening of Kosovo
customs office in the city of Durres.
Another important step of our both
governments is the mutual recognition
on Food & Non-Food Product Certifica-
tions. But measures need to be taken for
a concrete resolution of these problems
within a short time.
Are you succeeding in attracting the
foreign investors?
The foreign direct investments (FDI)
represent one of the most important
components of Kosovo’s economic
growth and other new financial resources
in the country.
Over the years, Kosovo’s economy has
reported a satisfactory FDI influx which
has averagely made up for 7-8 % of GDP.
Kosovo enjoys a considerable potential
to embrace a stable growth and job
creation, driven by the private sector
providing it overcomes its challenges.
Kosovo has some important comparative
advantages when it comes to attracting
the local and foreign investments and
Kosovo is a magnet for
the companies which
intend to invest in a
country with low costs
and an easy approach
to EU, the Central
Europe and the
regional markets.
Referring to “Doing Business 2016”,
Kosovo ranks the 60th in the world, thus
confirming the big progress of this
country towards the implementation of
reforms and the improvement of “Doing
business” climate. The FDI-s has continu-
ously showed fluctuations due to the last
developments in the Eurozone which
poses the main source of FDI in Kosovo.
FOLLOWBUSINESSALBANIA
KOSOVO PERSPECTIVE
33February 2017
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40. February 201740
FOLLOWBUSINESSALBANIA
ECONOMIC ENGINES
About IEDC–Bled School of Management
The IEDC–Bled School of Management, founded
30 years ago as the first business school of its
type in Central and Eastern Europe, is one of the
leading international management development
institutions in Europe. It is a place where leaders
come to learn and reflect, an international centre
of excellence in management development, a
business meeting point, and a unique place
where works of art complement a creative
environment for creative leadership.
The total number of participants since the estab-
lishment until today stands at more than 80,000
from 85 countries. In 2009, the IEDC was the
only institution from Central and Eastern Europe
to be named among the 100 top business
schools worldwide in the Aspen Institute’s
Beyond Grey Pinstripes ranking, for having
demonstrated significant leadership in integrat-
ing social, environmental and ethical issues into
its MBA program.
IEDC Alumni network currently associates 5,149
members from 74 countries, among which 1,334
MBA Alumni; and counts 15 clubs in 15 countries.
The IEDC–Bled School of Management is the
headquarters of the international association for
Management Development in dynamic societ-
ies, CEEMAN, associating 215 business schools
from 54 countries, the European Leadership
Centre, Coca-Cola chair for sustainable develop-
ment, and the UN Global Compact Slovenia.
The IEDC is also a recognized innovator in
custom made programs for corporate clients,
among them: Achmea, Netherlands;Anadolu
Group, Turkey; AstraZeneca, Russia; Austrian
Post; BAE Systems, Great Britain; Medtronic
EMEA; BD (Becton Dickinson), CE; Erste Bank,
Austria;Erdemir Group, Turkey; Generali
Holding,CEE; Henkel, Austria; OBI, Germany;
UNIQA, Austria; Vienna Insurance Group,
Austria; Vimpelcom, Russia and others.
The IEDC–Bled School of Management is an
award-winning school. In 2016, IEDC won the
AMBA Milestone Award, which is given annually
for recognising the on-going success of accred-
ited business schools worldwide by The
Association of MBAs (AMBA), the international
authority on postgraduate business education,
established in 1967.
IEDC- Bled School from above
41. FOLLOWBUSINESSALBANIA
ECONOMIC ENGINES
41
The Albanian students are extremely motivated, with strong entrepreneurial spirit, but they sometimes lack organisa-
tional experience on the global corporate level.
“I am leading IEDC-Bled School of Management as its
Founding President for already 30 years and I must admit I
am still inspired by my work every single day!”
This sentence by the Dean of IEDC-Bled School of Manage-
ment, Danica Purg, echoes the formula for time-resisting
success.
The top lady has built a top-brand in Europe: IEDC- Bled
School of Management is a place where leaders come to
learn and reflect, an international centre of excellence in
management development, a business meeting point, and a
unique place where works of art complement a creative
environment for creative leadership.
So far, this school has welcomed 100 Albanian students. In
the following exclusive interview with FOLLOW BUSINESS
ALBANIA, Purg explains the challenges of the world
business schools in today’s competitive environment, the
IEDC’s approaches and policies given the new international
fora, the effect of technology on the business schools and
whether a full-time MBA degree is still as popular as before.
How many years as dean of IEDC and what does it mean for
you to take the reins of a recognized business school?
The idea for establishing the school was of the President of the
local Chamber of Commerce, Marko Bulc, who was positive that
Slovenian managers were in need of more skills and knowl-
edge to be able to compete on the global market.
Knowing that I was ambitious and fluent in foreign languages, I
was asked to found this school in 1986. I accepted this
challenge, because I wanted to do something good for my
country. So, I am leading IEDC-Bled School of Management as
its Founding President for already 30 years and I must admit I
am still inspired by my work every single day!
IEDC succeeded to build a top-brand in Europe – by being
recognized internationally as a place where leaders come to
learn and reflect, an international centre of excellence in
management development, a business meeting point, and a
unique place where works of art complement a creative
environment for creative leadership. IEDC-Bled School of
Management is located in Bled (Slovenia), near one of the most
Driven to Do Something Good for the Country
February 2017
IEDC President, Prof. Danica Purg
42. 42 February 2017
FOLLOWBUSINESSALBANIA
ECONOMIC ENGINES
beautiful lakes in the world. The architec-
ture of the buildings is unique and the
school looks like a gallery.
Since 1986 about 82.000 managers from
85 countries participated in IEDC educa-
tional programs. Our school has the
reputation of being a trusted, innovative
and award-winning educational partner,
not only for Executive MBA, but also for
the Doctoral program, customized
programs for corporate partners, short
executive seminars for top management,
and a wide range of general manage-
ment programs including a five-week
General Management Program and
international summer schools for young
managers.
Comparing IEDC-Bled School of
Management to its top peer schools,
what are the key advantages of your
school?
From the beginning we are internation-
ally oriented, thriving for the highest
quality of management and leadership
development, led by (my) provocative
statement ‘Give us the best (professors,
education) from the West and leave the
rest’.
The three main pillars of the educational
process at the IEDC-Bled School of
Management are: art and leadership,
ethics and corporate governance, and
sustainable development.
Our slogan is ‘Creative Environment for
Creative Leadership’. The campus itself
is a stunning architectural space made by
a prize winning Slovene architect Vojteh
Ravnikar, with beautiful views to the
alpine surroundings of lake Bled. When
people enter the school they truly enter
an art gallery where in each room they
can see prominent art from internation-
ally acclaimed local artists, there is even
a piano in one of our main classrooms.
This enlivens the learning and working
space of IEDC, creating an inspiring
environment for students, staff and
faculty.
Our school is conceived as a place where
managers will come not only to learn but
also for inspiration. We develop compe-
tent and responsible leaders and
addresses organizations' complex
leadership issues. We do this by bringing
together the best faculty from around the
world, providing a creative environment
for creative leadership, leveraging its
stunning location in beautiful Bled, Slove-
nia. We strive for education with impact!
Your approach is to inspire managers
by art. How far has this approach gone
for IEDC and its students?
What makes IEDC special, is that we have
embraced arts-based learning more than
View from a HR Forum at
IEDC-Bled School, Oct. 2016
43. any other management school, as it is the
internal part of learning process and not
only by showing the parallels between
art and leadership. .) Nine years ago, I
initiated a new MBA course, Art and
Leadership, one of the first of its kind in
the world. This isn't just a nice creative
add-on, but a central, integrated part of
the story. In eight full days of the curricu-
lum, our members of Art and leadership
faculty use visual arts, music, choral
conducting, theater and film, to take
students on an ‘experimental journey’.
Exactly because of this approach, our
Executive MBA Program was awarded
with The MBA Innovation Award for
being one of the four most innovative in
the world.
I firmly believe that using art in leadership
development as a tool for reflection and
to develop senses, to make leaders
better observers, better listeners and
more emphatic in general. The integra-
tion of art and art experience in educa-
tional processes has been a focus of our
school from its beginnings, but especially
for the last ten years. The inspiration for
this unique approach to leadership
development is a deep rooted belief that
art helps us to, as the celebrated profes-
sor Edgar Schein, Doctor Honoris Causa
of our school, said: “Art is helping us to
see more, hear more, and to feel more.”
When you combine research and teach-
ing with the art of leadership in the
educational process, it is very powerful.
It is important to stress that our inspira-
tion for the MBA program is constantly
renewing. The conversations and experi-
ences of our great faculty and guest
artists we work with, constantly inspire us
with new ideas and new approaches.
Business and entrepreneurship
education are still in high demand,
but the competition is larger than
ever. How does your degree program
differ from other schools?
Challenges of tomor-
row can only be over-
come by people who
are motivated, broad in
their mindsets and
forward looking.
This is exactly what we
offer: first rate skills in
finance, accounting, or
marketing, combined
with soft skills, which
create ethical, socially
responsible and inno-
vative change leaders
for the future.
FOLLOWBUSINESSALBANIA
ECONOMIC ENGINES
43February 2017
Prof. Purg is a member of the
International Advisory Board of
the School of Management,
Zhejiang University.
44. innovative curriculum renowned world-
wide, a life-changing experience, a
network for life etc.
We believe that executive development
is a process of transformation, both
professional and personal. To make this
change happen, our full attention is
focused on our students. From approach-
able staff members to inviting buildings,
from personal library support to small
class sizes, our ideas, resources, and
attention are there to make your transfor-
mation meaningful, dynamic, and real.
Teaching international relations has
taken a special importance given the
new realities all over the world. What
new approaches or policies have you
embraced in this respect?
ventures.
We are aware how important it is
to have direct and frequent
relations with your customers,
business and individuals – on the
global scale.
This is guaranteed by the
ownership of the school,
shared by more than 30
businesses, the international
and diverse composition of
Supervisory and Advisory
Board and by regularly
researching for the needs of
the business leaders and
managers by visiting
companies/organizations and organizing
international fora, for business leaders
and human resource managers.
Do you have Albanian students
attending IEDC? What are your
impressions about them?
So far, we had about 100 students from
Albania, 15 of them finished our EMBA. I
would say that they are extremely
motivated, with strong entrepreneurial
spirit, but they sometimes lack organisa-
tional experience on the global corporate
level.
What impact will technology
ultimately have on business schools
and how that will look in five years?
Almost every university is going
online or trying to offer online degree
programs. What is your business
school doing in the online space and
how do you set yourself apart?
We are not neglecting the challenges of
digital transformation. In 2013, for
example our faculty team developed an
educational invention 'MOOCs with
Accelerator Studios' – a unique
blended-learning project where the
alumni come together at IEDC to build
and expand the online learning.
I can hardly imagine pure
on-line leadership and
management educa-
tion to be truly
transformative.
Our Executive MBA programs offer a
learning process that stretches the mind,
expands the managerial repertoire, and
prepares managers for future business
opportunities.
We are driven by a vision that successful
management is not only affected by
one’s own company and the business
world, but also the society that surrounds
it. We aim to promote ethical, socially
responsible and creative leadership and,
as a whole, create an environment that
offers you: exceptional learning process,
More than 50 renowned visiting profes-
sors from the best European and North
American business schools closely
cooperate with numerous local and
international management consultants to
successfully link the interaction of
contemporary management theory and
practice. However, IEDC purposely
keeps its Faculty and Staff relatively
small.
This means that the borderline between
functions is flexible and that everybody
has an opportunity to be involved in new
44
FOLLOWBUSINESSALBANIA
ECONOMIC ENGINES
February 2017
IEDC-Bled School has won the
2016 AMBA Milestone Award.
45. That however goes in
line with global trends.
This is a consequence
of the tense situation
in the global economy
(question of budget
and time constraints).
Executives are looking
for shorter, more
intense and perhaps
more targeted forms
of education, so our
school records higher
demand in this seg-
ment (f.e. in-company
seminars, short open
seminars etc.)
FOLLOWBUSINESSALBANIA
ECONOMIC ENGINES
February 2017 45
Our participants value the face-to-face
communication, as a thirst for new knowl-
edge and experience is usually born when
you sit to each other and 'feel each other'.
In the next five years IEDC shall develop
on-line offer with the human touch.
Do you see the full-time MBA degree
becoming more or less popular in the
coming years (and why)?
Management education and develop-
ment is not getting less important nowa-
days, even though what you have
mentioned is quite true – in the past few
years we are witnessing (and the same
goes for many business school world-
wide) a slightly smaller number of partici-
pants in the Executive MBA class.
The end of Young Managers
Program, Jul. 2016
46. 6
FOLLOWBUSINESSALBANIA
FINANCE & ECONOMICS
February 2017
The first major
exhibition in Tirana!
Over 100 works of most
important artists of the
Italian art.
16.01 - 02.04.2017
Every day from 10 am to 7 pm
info: 04 2226033
www.galeriakombetare.gov.al
Italian art
Masterpieces of
the 1900s
47.
48. 48 February 2017
Vala Mar, the Home of Your Dreams
By Rudina HOXHA
Vala Mar Residences is a recreational destination for individuals and families who
want to enjoy the nature, as well as seek security, construction quality and
infrastructure.
The residences of the community, including villas and apartments of various types,
are located amidst the characteristic greenery of the area, and they face the golden
coast of Lalzit Bay, one of the most beautiful beaches of the Adriatic Riviera.
The community provides a variety of services, facilities and entertainment alterna-
tives that ensure a pleasant stay. Also, the location of the community near the main
cities in Albania, ensures the access to the main living facilities and commodities.
FOLLOWBUSINESSALBANIA
PROPERTY
The road heading to Hamallaj village,
Durrës, just 40 km from Tirana, is very
smooth and nice. The car is at full speed. It
is a Saturday sunny morning and from the
car window, you can spot here and there
still images from the small village which is
waking up from the building of Vala Mar
Residences, one of the many conspicuous
construction projects of Mane TCI, part of
BALFIN Group.
Vala Mar Residences, developed on the
basis of a masterplan, approved by the
Albanian government, is being built over a
18 ha pristine land by the Adriatic Sea in
Lalzit Bay. Spanning over just 310 meters
in the Adriatic Sea, Lalzit Bay is one of the
most beautiful beaches in the Adriatic
Riviera because it remains untouched by
the massive tourism and has a smooth
sand.
Vala Mar is a result of combining two
names: vala means “wave” in Albanian
and Mar comes from Latin meaning “sea”,
i.e. a wave sea. That shows so clearly that
your home is by the sea. Also, the villas
are all named after the different shades of
the blue color of the sea at different
seasons: Celeste, Azurre, Ultramarine,
Sapphire and Iris.
49. FOLLOWBUSINESSALBANIA
PROPERTY
49
ManeTCI. He highlights that this resort
embodies the best experience, profes-
sionalism and contemporary methodolo-
gies in construction to serve to the client in
the best way possible.
“The quality of construction in this area is
the best ever. Sacrifices have been made
to keep the existing greenish areas intact
while investments are being made on
planting new pines and other trees,” Sila
said.
He gathers that the project has taken care
of the eventual problems with humidity.
The foundations of the villas and
apartments have all been ventilated, so
they are built above the sea level.
Demands on buying and renting the villas
and the apartments are high.
“There is a high demand on the villas. In six
months, all the villas were sold out,” Sila
revealed. In total, there are 163 villas while
at Mane TCI area, some 29 villas and they
are all sold out. According to him, the
functionality, the favorable location, the
competitive project and the brand are the
main reasons why these villas and
apartments are sold within a short time.
The prices vary from a number of factors:
the distance from the sea, the surface, the
floor. However, for the unfurnished
apartments the prices vary from a
February 2017
Vala Mar Residences will provide 168
villas and 450 apartments of various
typologies for the touristic and residential
clients. They will be all surrounded by
pines, sea views, fruit gardens, abundant
public spaces and spacous avenue 11 m
wide (and a bike lane) where people can
walk and enjoy the sea beauty. In addition,
it encompasses a bar restaurant, health
center, recreation center, a kid-zone, a
supermarket etc.
As a strategic investment, Vala Mar
Residences is a community located 38 km
from the only international airport of
Albania - Mother Teresa, a great asset to
the visiting foreigners, 26 km from the
center and the port of Durres city, 268 km
from Prishtina, Kosovo via Morina border,
101 km from Ulqin, Montenegro, via
Muriqan and 300 km from Skopje via
Qafë-Thana mountain pass.
"The project has shown a great care to
nature and it maintains a level of exclusiv-
ity and privacy that is unparalleled in the
area. Each villa and apartment is designed
with the client-inspired architecture in
mind, has a quick and easy access to the
sea and is surrounded by lush pine trees,”
says Igla Gjoka, Head of Marketing at
ManeTCI.
The villas and apartments have unique
designs but come standard when it comes
to the number of floors - villas are all
two-storied and they are 13-15 meters
away from one another while the
apartments are three-storied.
“The whole area has been a barren land.
Everything has been built from the
scratch” said Emon Sila, Head of Sales at
• Security and
Maintenance 24H
• Safe Investment
• Financing up to 70%
www.valamarresidences.al
sales@manetci.al
+355 666054036
minimum of 66,000 euros, including a free
parking lot. Buyers are free to ask for an
offer if they want the apartments furnished.
“Prices are negotiable and we try to suit to
the client’s demands,” he said.
When it comes to the buying process,
ManeTCI offers financial counselling to the
buyers, i.e. it helps the buyers to select the
best offer among the ones, presented by a
number of banks.
Sila underlines that quite in fashion is even
the renting of the villas on daily basis or
over a weekend for the families. “The
prices are competitive: an average of 100
euro per day for the villas which are only
100 meters away from the sea and an
average of 50 euro per day for the
apartments,” he said.
The buyers are mostly Albanians from
Kosovo, Macedonia, Montenegro while
interest has been shown by the Italians,
Poles and other European citizens.
So, if you want a home to be indulged by
the sun for 300 days a year, to use it not
only in the summer, generous amenities
and stylish residential features which
create a feeling of peace and relaxation,
but the real appeal is its location, Vala Mar
Residences is what you are looking for.
50. Tirana Ring Center, not only a
Shopping Center
Tirana Ring Center, a project of
“MSA Konstruksion”, is the biggest
shopping center in Tirana. RING
offers to its customers the pleasure
of shopping and entertainment with
an innovative concept which brings
a new shopping experience
referring the European standards.
Tirana Ring Center has a strategic
position, only 5 min from
“Skënderbej” Square, at roundabout
of “Zogu I Zi”.
Tirana Ring Center includes a total
building construction of 51 000 m2,
with 24 000 m2 shopping center
surface. Tirana Ring Center brings to
the Albanian consumers a wide
range of over 70 brands,
hypermarket, entertainment spaces,
adorable restaurants & coffee bars
and high comfort, food court, 4
parking floors (with over 500
parking spaces), 4,000 m2 offices,
50 apartments and 2 villas over the
center.
50 February 2017
FOLLOWBUSINESSALBANIA
VENTURE
51. Brule: “2017 is the beginning
of “Renouveau” for Albania”
The French businessman, Michel Brule, who has been
heavily involved in the establishment of Tirana Ring
Center (TRC), narrates in the following interview with
Follow Business Albania the way this Centre is doing and
how he looks its near future.
For how many years is Tirana Ring Center operating in
Tirana and please what's its story?
Tirana Ring Center (TRC) has been open for two years now and
it has taken its speed faster than expected. It is estimated that
this success is beyond our expectations both commercially and
financially. TRC was decided to be built following a market
study that showed us that other malls are too far from Tirana
and do not offer a selection of store that matches the expecta-
tions of customers interested in a mall. It is true that the risk was
limited: 600 meters from Skanderbeg and located on the most
important crossroads of the city –moreover before the other
centres, located on this axis.
We estimate TRC to be ranked the second in terms of turnover
within 2 years to the maximum. This type of investment needs
minimum 3 years of activity to be profitable - it's like that all
around the word. The investment has been made by two
Albanian investors and with the involvement of one bank. We
did not ask for any loan to European Bank for Reconstruction
The success was guaranteed and the reality is
better than we hope.
Can you tell us how it is going on?
It is a voluntary choice that we made. We have mixed high and
economic brands for all targets groups. Indeed a study on the
offer merchandise for women was obvious niches. The results
prove it and we have many requests pending for new stores.
Nevertheless we are not against a little more diversification in
terms of "women's world".Our project is also to develop leisure
in the undeveloped areas in Tirana, which would be welcomed
in this economic period of tension.
We have registered new contracts during the first three month
of 2016 with two Italian franchising brands; Primadonna and
Piazza Italia. These are two economic brands that satisfy needs
of our clients. But we plan to expand and open new stores in
few months and few shops will be free for rent.I think TRC will
be 100 % full in 6 months because many international brands
required to be present in this Centre: (1 Austrian - 1 US - 3 Italian
- 2 French - 2 Sweden – 2 from Montenegro brands etc.
Brule is very optimistic about the TRC’s results given that
he envisions a Albania's development in a matter of some
years.
“It is estimated that TRC’s success is beyond our expecta-
tions both commercially and financially,” the French man
says, revealing that “TRC is already operating at 90%.
New activities and great events will be launched in
2017.”
According to him, TRC plans to expand and open new stores
in few months and few shops will be free for rent.
“I think TRC will be 100 % full in a matter of months
because many international companies have already
extended their requests (1 Austrian - 1 US - 3 Italian - 2
French –2 Sweden - 2 from Montenegro.),” he said.
FOLLOWBUSINESSALBANIA
VENTURE
51February 2017
52. and Development, Albanian-American
Enterprise Fund, World Bank, or other
international bank - we have no equity.
All finances have been providing by this
small group of investors.
Do you have any plans to expand your
business in Albania in, 2016, 2017
and further? May be some new
business?
I do not want to create yet other activities
in Albania. My two companies are devel-
oping normally. Maybe I'll still invest in
the purchase of more land in Kukes area
for large plantings ofherbs for the
production of essential oils. The French
company in Switzerland and especially in
this area lack very essence of various
plants. In other ways, we are just now
ready to import French fresh food
products from International market.
Last week, I watched the movie “War
Dogs” in New York. It was a very good
movie but we have to stoppromoting this
bad image of Albania, and instead
contribute to a less corrupt country. This
image of corruption on Albania exists in
other western countries and in the US
and this is not good at for doing business
with Albania.
What about e-commerce?
E-commerce - not scoop - will develop in
Albania and elsewhere. The country is
small. It is easy to save on shipping
methods which so far have been very
penalizing.I have developed a B2B
website in Egypt for a similar household
appliances company and the develop-
ment forecasts of sales are estimated at +
70%. I strongly believe in the B2B for the
development of the Albanian economy.
The e-commerce is already well devel-
oped. Think the biggest turnover of
custom duty is the tax on import for
Victoria Secret’s underwear.
One project is to create a stock
exchange for agriculture products’
prices. The farm has no idea of the selling
prices of its products and thus, it loses
money. This project, under the agricul-
ture ministry, was to regulate the produc-
tion and find some export options. A lot
of application can be open between
purchasers and producers or
manufactures.Negotiations are running
with a Kosovo partner and the state.
How do you project TRC's future?
Like all recent Shopping Malls even the
TRC will make its own way and find new
niches. It is not impossible to envisage
the creation ofa group of eight or ten
franchises of French and Italian brands
(economy of scale, manageability with
common software, onlythe prices hinder
this initiative to date. But this concept will
be created.
Furthermore,TRC is already operating at
90 %. New activities and great events
will be launched in the last months of
2016 and 2017.
TRC will be the favourite shopping mall of
Tirana inhabitants because you can go
there by foot - a lot of parking area and 5
bus lines. Soon, a railways station will be
added. As I say when I give some
courses of management “Be the first
always, the first win”!!!The same for RING
Centre - The first with this concept and
we will be the best and biggest in 3 / 4
years.
You live in France. How does it feel to
manage a business from the
distance?
First of all, I have at least 5 days every
two monthsto to visit Tirana.
Furthermore, I haveaoffice with a sales
director with whom I Skype every 3 /4
days. Accounting is followed by the same
firm for 6 years.
Furthermore, I have a mandate for
improvement/development management
for the company by EBRD, the European
Development Bank in Egypt and
Morocco and now Tajikistan which forces
me to have a fixed office in France.
Of course my COO in Albania has my
signature to manage the daily business. I
am always interested to sell stores and
franchising.
How do you see Albania nowadays?
If I found a radical change, say 65%
between 2004 and 2009, it is not the
same since 2009 because Albania
suffered the crisis curiously bitter one
year elsewhere.The situation is very
critical of banks with defaults at 30%
unofficially - what about the reality /
thoughts from some banks or sell. The
2017 situation is the beginning of “renou-
veau” for Albania.
Otherwise the low cost of labour should
be a real opportunity for the country. It is
not a coincidence that companies such
RING offers to its customers the pleasure of shopping and entertainment with an innovative concept.
52 February 2017
FOLLOWBUSINESSALBANIA
VENTURE
53. as ZARA, H & M started to produce in
Berat, Durres and elsewhere. The
major asset of this country is the joy of
living of its inhabitants and resource-
fulness to find solutions - even if they
are not always tackle by the state.
The only big downside is the intensive
growing of marijuana. There are 10
years in Albania were seen flying over
brown fields or fallow. To date the
green surrounding villages and
valleys is not green peas or potatoes.
It must be stopped for at least the
country's image.
The state must begin new state
project to improve the agriculture and
help manufacture. The state must
keep a stand in all Textile - agricul-
ture, tourism international showrooms
/ exhibitions.
Nobody know our country (I am since
2 years an Albanian citizen now) and I
am sure all countries will be
interested to produce in Albania. No
problem of sanitary, no problem of
aggression; no problem of religion -
not expensive work cost. Let see in
Bulgaria some Swiss investors bought
cows and give them to Bulgarian
farmer, same for cereal field of
thousands of hectares - The final cost
of production is cheap and the selling
of this products generate a good
profit. Bulgarian farmers are also very
Michel Brule: As a Man and as an
Entrepreneur, Married&two children.
He works for a LVMH, Carrefour French Cies,
Italian: Bulgari, SPG…Swiss in Geneva and US
company NY. His daughter has created
extensive stables and ranches which acquire a
good success.
Passions
Michel has travelled so far in over 134
countries. He contracted the“virus” of
travelling in 1968 when he travelled in the
Middle East to Afghanistan in Renault 4L.
Then, he went from Laos / Cambodia and
Vietnam two months ago and Cuba 5 month
He planned to go Argentina and Chili in 3
months.
In addition, he likes diving AND participates
in international car rallies such as WRC -
RAC in Great Britain and Rally of Portugal.
He remains fond of economic journals and
historic books.
Michel has one of the world collection of
beetles, more 150 boxes.
As an entrepreneur:
ESCP graduate in Paris and IAE (MBA
University) to be involved later in the largest
economic group of distribution and services
(Dior, Boussac, Conforma, Korwett, LVMH
Jalla etc). Then he continued as general
manager for 40 years in different groups in
France such as Agache, Carrefour, Italy
(Bulgari), USA (Korwett), Switzerland
(Manor). Later he created his management
consulting and business development firm:
Talents & Associates reg/Tirana/Geneva.
In Albania, he created the first chain of
hypermarkets ‘Euromax’, then QTU
alongside with the conspicuous Albanian
investor, Samir Mane. He served as consul-
tant for City Park and created COIN in ABA
Tower (Italian department store). He has
acted as adviser of the Albanian Minister of
Tourism. Tirana Ring Center is his latest
project. Actually he manages virtually two
other companies.
In 1998 he created the Cabinet of Manage-
ment Consulting: “Talents & Associates”
working for Albania, Egypt, Swiss, Morocco,
and France.
FOLLOWBUSINESSALBANIA
VENTURE
53February 2017
54. With us you will find everything related to the furnishing
decor, lighting, carpets, decoration accessories, etc ..
These products are available in Showroom
Mobileria “Casa Docle Casa”
Qendra: Mobileria “Casa Dolce Casa”
Rruga Perlat Rexhepi, P 11
1001, Tirana, Albania
“Casa Docle Casa”
brings in Albania
exclusivities from some
of the most prestigious
factories and Italian
companies.
www.cdc.al
55.
56. Today's local market requires new approaches to adapt to
the new developments. In an exclusive interview with
Follow Business Albania, Qirjako Kocollari, General
Manager of DHL International (Albania) Ltd. explains
what DHL International Albania is doing to keep the track.
56 February 2017
FOLLOWBUSINESSALBANIA
TRANSPORT & LOGISTICS
DHL: We keep investing in
people, infrastructure,
technology…
57. How is the DHL’s trend going over the last years?
DHL is part of Deutsche Post DHL Group. If we see the devel-
opments and results of DHL globally I can put it as impressive,
both in growth and quality of service.
DHL is truly the most international company in the world,
operates in more than 220 countries and territories, more
international than United Nations which has 193 member states.
It is strongly positioned in each country with an unparalleled
international network.
DHL Albania is a strong and dynamic part of DHL network. It
has achieved high quality of service and is still progressing and
growing. The growth we have experienced is very much linked
with unparalleled quality of service provided by our strong
network and DHL Albania, as well as with country general
progress, country business development, investments, and
modernization of country infrastructure.
The trend has been generally positive and I have to point out
2016 as a good year with double digit percentage growth.
What have you done in Albania to achieve high quality of
service?
Continuous investments in people, infrastructure, technology.
Focus on customer in everything we do.
They want us to deliver fast, to solve all complexity of interna-
tional business, to have peace of mind, to be efficient, to use
less internal resources. Shortly to make them successful in the
complexity of a competitive and changing business environ-
ment. Being large, medium, or small business, our focus is to
work closely with them, so they fully benefit.
In more concrete terms in Albania we have developed opera-
tion infrastructure which make possible on time shipment
delivery. We are the only company in Albania that operates with
its dedicated cargo aircraft daily, operation terminal in Tirana
with bonded warehouse, our clearance team, and DHL
standard operation facility insuring fast shipments handling for
pick-up and delivery. We have a ground distribution fleet of
vehicles which makes possible pick-up and delivery on time.
In all we do, we keep investing and developing in technology to
achieve speed, shipments visibility in real time, applications
which insure fast clearance, automated billing and invoicing,
simplification in import express making it as easy as exporting,
and especially last years we have a distinct increased usage of
DHL e-com tools from our customers in Albania. Customers
benefit the e-com tools through which they book their
shipments, trace the shipments, look at different reports for their
shipments, i.e. customers have full visibility and control.
What do you mean when you say you
continue to invest in people?
I believe that what differentiates us are the
people that work at DHL.
In spite of position you have in the company,
being a manager or a courier, it is important to be professional
and motivated.
I want to cite the DHL Europe CEO that to serve to the custom-
ers, we must have knowledgeable, helpful and polite people.
Customers want to talk with people who know well what they
do, dedicated, and happy to talk with.
DHL Albania is part of a unique program that DHL has world-
wide, Certified International Specialist (CIS). All our staff partici-
pates in this program happily and successfully. in this program.
CIS is our Learning and Development platform which enables
staff empowerment through knowledge and provides develop-
ment opportunities for all 100,000 Express employees around
the world. Our staff is provided with the specialized knowledge
they need to do their job competently and confidently - and
57February 2017
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TRANSPORT & LOGISTICS
