Issue 01/2005

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IN COOPERATION WITH ROYAL DIPLOMATIC CLUB

Prague Club Magazine No 1/2005

www.clubmagazine.cz

195,- CZK

Noo 1/2005

Visionary team builder Michal Heřman, CEO Eurotel

photo: Jadran Šetlík

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publishers note & contents

Dear Readers, Another year has come and gone and the new one is trying to come to terms with catastrophic events in Asia. It is hard to imagine the magnitude of this disaster and the suffering, pain and despair among those who were hit and somehow managed to survive.

The scale of the world community’s wishes to assist, contribute and donate resources to help and relieve the needy ones was amazing and tells us that people, wherever they live, do care, feel compassion, and take action when disasters happen.

We have a new year in front of us and let’s make it a good one. Show compassion, reach out a hand, take time to listen to others, give a smile and be positive and you will see how anxiety, worries, and problems will fade away. Remember my words from the last issue that we will approach the year 2005 with optimism, curiosity and generosity.

We are also thrilled and excited with our decision to become bi–monthly, starting from this issue you have in your hand. It means more interviews, more coverage of social events, and more from the arts and culture sphere.

Another thing, a very important one, is to launch our first ever “Prague Club Magazine Women of the Year”, which will replace “It’s a Woman’s World.” In the past we have spoken to some of the leading women in Prague, and have been inspired by their work. Now we will speak to many more and finally, in a spectacular awards ceremony in 2006, the judges in our panel will choose the Woman of the Year in four different categories. You can read more of the introduction to the contest in this issue. We have a long list of names in our four categories, Business/Politics, Media/Communication, Arts/Culture and Sport, but those are only our suggestions. If there are women you would like to nominate, please contact us at the address listed inside the front cover.

On our front page, we have the new, young dynamic CEO of Eurotel, Mr. Michal Heřman, accompanied by an interesting interview. Other high profile interviews in this issue are Deputy Prime Minister and Minister of Labour and Social Affairs, Mr. Zdeněk Škromach, in our memoirs, Mrs. Jana Outrata, Chairman of the Board and Gen. Mgr. of Živnostenská Banka Mr. Jiři Kunert, the world renowned camera man Mr. Miroslav Ondříček, the controversial former Prime Minister of Slovakia Mr. Mečiar, the successful business man Marko Pařik, Volvo Car Man. Dir. Desmond Mullan (who, unfortunately, is now leaving the country to become Man. Dir. of Volvo Car in Russia), and the one star Michelin chef Georges–Andre Rognard, to mention a few.

We have embarked on a new cooperation with the very talented, world–renowned photographer Mr. Rossano Maniscalchi, whose spectacular photos and images you can see in this issue, or if you visit his web page www.rossanobmaniscalchi.com. Married to a Czech woman Asolka Maniscalchi, they are living in New York and in Italy, and he is now here in Prague to launch his third book. We will be showing many of his photos and images in the future. To have Mr. Rossano Maniscalchi and also Mr. Jadran Šetlik cooperating with the magazine is a great honour to me, and it also means a lot that they have become friends to me as well.

diplomatic events 42 44 46

Farewell reception of H.E. Hansrudolf Hoffmann, Ambassador of Switzerland Celebration of St. Catherine’s day and the 86th anniversary of the Republic of Estonia National day of Romania

page 20

Hans Christian Andersen 2005 Foundation

events 20 24 26 30 32 34 36 40 41 48 76 78 79 90 92 94 96 121 132 134 138 142 148

Hans Christian Andersen 2005 Foundation Construction & Investment Journal Awards 2004 The Prague Society First Class Thunderbird/CMC Executive MBA Program Graduates Gas Business Breakfast Christmas party with The Prague Post Hotel Intercontinental Praha 30 years Reception by Euro - C zech Forum Visit of Aleksander Kwasniewski, President of Poland Russian Ball DePaul University President Visited the Czech Republic Lions Club Prague Eagle Christmas evening Lions Club Prague Eagle celebrates Miloš Zeman’s 60 years Surprise Party to celebrate the 65th birthday of Karel Muzikář Sr. Roll out the Red Carpet!

Starry Night with British Chamber of Commerce Farewell Martin and Aly. Welcome Randolph Prague Business Lunch the success continues at Corinthia Towers Hotel The First Anniversary of Česká spořitelna Expat Center Saturday Night Fever at Intercontinental Hotel Grand opening of La Scéne Unigue Christening of a publication “Farmakoekonomika” The Rotary Club Prague International

Have a great year.

culture–art

Yours sincerely,

84 102 109 115 118 122 124

Benke Aikell I benke.aikell@clubmagazine.cz www.clubmagazine.cz

Jennifer Larmore, Mezzo–soprano at Obecní dům Prague Gallery Miro – Baroque Still Life Rossano Maniscalchi Jadran Šetlík Gallery Miro’s Trebbia Gala Benefit Evening at State Opera Prague Czech Contemporary Glass at Nostitz Palace Alius et Idem page 118

6

Prague Club Magazine I/ 2005 51 – 60 68 – 75

G Royal Diplomatic Club G It’s A Woman’s World

Trebbia Award

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contents week getaway 152

North American Wanderings/ Joseph Drebitko

legal affairs Czech Bar Association

18

company profile page 16

Jana Outrata

128

Ericsson

29

CB Richard Ellis

interviews

page 98

Marko Pařík

8

Today’s life without a mobile phone? Hardly imaginable!

Michal Heřman, CEO Eurotel

14

Journalists call me “Traditionalist dead–handed politician resistant to change and willing to work with communists” Zdeněk Škromach, Minister of Labour and Social Affairs

16

gourmet events

Homecoming Jana Outrata, Founder, ALTISA (formerly International Women’s Network), Prague, Vice–President, American European Community Assoc. (AECA)

19

Navigating Through Stormy Waters Karel Muzikář, Managing Partner WGM

21

Young team launches new hotel project in Prague Marcela Jiráňová, Hotel Manager Express by Holiday Inn

22

Critical Conversion: Czech Banking Grows Up Jiří Kunert, CEO and Chairman of Živnostenská Banka’s board of directors

33

Shaping the future Prof. Ing. Ivan Wilhelm, CSc., Rector of Charles University

62

Important Partner for Investors in the Czech Republic Ing. Radomil Novák, General Manager CzechInvest

page 103

Focus on France

38 100

Chaine des Rotisseurs Gala Dinner Alberto Bettini – the aceto balsamico tradizionale di modena

136

First Anniversary Gala Evening of Gusto Italia Club

150

Hospitality without Borders

EU affairs 130

contributors Czech Medical Chamber/David Rath 13 Bridging the communication gap/Karin Genton L’Epée 50 Czech Centres 77 Ceeli Institute 146

64

Making Friends Inside and Outside the Showroom Desmond Mullan, Managing Director, Volvo Czech Republic

66

Reshaping the Legal Landscape Radek Pokorný, Senior Partner with Pokorný, Wagner & Partner

80

Even my free time is planned according to an exact schedule Petr Kousal, CEO of Czech railways

82

Renaissance Man in the 21st Century MUDr. Martin Jan Stránský, MD, FACP, doctor, publisher, commentator, public citizen

88

The Story of Filmmaker: Miroslav Ondříček – an American from Žižkov Miroslav Ondříček, Film–maker

98

A French Twist on Baked Goods Marko Pařík, President of the Board and General Director, Delta Pekárny bakeries, Co–owner, Le Patio café–restaurant and Paneria fast food

105

The new General Manager Ibis/Novotel Praha city Randolph Edmonds

113

“Without Sound” – a new book of photography by Rossano B. Maniscalchi to have its premiere presentation in Prague Interview with a famous Italian photographer whose life is connected to the Czech Republic

140

A Star Chef in Prague Chef Georges André Rognard, Prague’s Cuisine Master A Star Chef in Prague

144

Good idea+Courage =Success Petr Sýkora, CEO PAPIRIUS

focus Focus on France

103–108

page 92

Roll out the Red Carpet!

Euro–Czech Forum

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interview

Michal Heřman, CEO Eurotel

Photo: Jadran Šetlík

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interview An interview with Michal Heřman, CEO Eurotel

Today’s life without a mobile phone?

Hardly imaginable!

I would like to go back to the beginning of the 1990s because you were among the “founding fathers” of EUROTEL, a subsidiary company of Český Telecom (Czech Telecom). You worked there for more than nine years. Can you assess this long period of time?

I started the job at the beginning of 1991 and left after almost 10 years, in December 2000.

Initially, Eurotel had around 30 employees and no customers. By the time I left, the number of employees had reached nearly 2,000 and customers nearly 2 million. It was a very interesting experience. The early 1990s seem prehistoric from today’s point of view because there was no GSM (Global System for Mobile Communications) at that time. It wasn’t until GSM launched on July 1st, 1996 that the boom really started. Eurotel had about 50,000 customers by then. What I value most is that we started the company from scratch. We had to introduce all systems and procedures–everything that makes a company. We started from 0 and became one of the most profitable and well–run companies in the Czech Republic. Eurotel has always been a market leader, perfectly functioning with a solid basis and I am happy I took part in its building.

What was the main reason you left such a successful company after almost 10 years?

I had been considering various offers and different options for perhaps a year and a half before I really left. Truly, it was not easy to quit such a successful company, but I had been working as CFO for four and a half years and I started to seek new challenges and options for personal growth. Many headhunters were also convincing me that I might be ready to change business branches after nine years and not to stay put in one firm for my whole life. After several offers came, there was the one I could not refuse – the offer from Komerční banka.

The two years you worked in Komerční banka coincided with an interesting period of its transformation and privatization. Do you think this experience was significant in connection with your return to Czech Telecom?

I performed as vice–president of finance in Komerční banka for almost two years.

The experience with privatization was undoubtedly great, but I think much more highly of the transfor– mation know–how I gained. Radical transformation had already taken place under the management intended to prepare the bank for privatization, and continued further with the arrival of Societé Generale management. The transformation of Komerční banka is in many respects comparable to the process that is currently under way in Czech Telecom because the bank also cut costs, the number of employees and changed its business model during that time. So this experience was invaluable to me. I have also a high opinion of the cooperation with the Societé Generale management. We still have very good relations.

And then came the offer from Russian Alfa Bank.

Why did you decide to leave for Moscow when there is still a not quite standard business milieu in Russia? How can one do business there? Can you describe any specific challenges one has to face?

It was a very interesting offer that brought about the opportunity of working abroad, and I wanted to experience working in foreign milieu. I was a CFO in Alfa Bank with responsibilities for financial planning, budgeting and reporting.

From a professional point of view, it was an extremely stimulating experience. I communi– cated in a mix of Russian and English with mostly Russian subordinates but there were other nationalities, too. There is a lot of movement in the Russian business environment. I was tempted by the vast dynamics of market and growth, with balance sheet, profit and loss accounts and numbers of customers growing at a sky–high rate of tens or sometimes even hundreds of percentage points per year.

The Russian market embraces around 150 million customers, so one is dealing with different numbers there. What I found abnormal was to have subordinates in nine time zones.

I returned because of the opportunity to go back to my telecommunications roots and the challenge to transform Czech Telecom. I had personal reasons, too, because we decided it would be good to live some more in Prague.

How are the Russians as subordinates?

Did they mind having a Czech boss, i.e. someone

from a country they used to influence and control?

No, not at all. First, it is quite common to have a foreigner working there in top–level bank management and I was neither the first nor the last Czech to work there. Second, there was the advantage of language proximity. When I dusted off my Russian, the language barrier decreased even more. Generally, Russians honor the hierarchy at the workplace, and I worked for a bank which employed dynamic people who were expected to do so. Russians have a very positive attitude toward the Czech Republic.

The generation I was in touch with did not perceive the events of 1968 as a barrier, although they, of course, knew what had happened. They like the Czech Republic. They like to go to Prague and Karlovy Vary.

The offer to return to Czech Telecom was, in your words, the “un–rejectable one.” It made you come back from Moscow in order to conduct the company’s transformation. What were the differences between Czech Telecom and Eurotel between the years 2000 and 2004?

First of all, I was returning to Czech Telecom.

At the beginning, there was no incentive to go back to Eurotel because Gabriel Berdár, Czech Telecom CEO, made me an offer to prepare, start and manage the transformation of the company.

I could see many parallels to the transforma– tion program of Komerční banka. As far as the company’s culture was concerned, I was ready for Czech Telecom. The company was similar to Komerční banka before the transformation in terms of size – Czech Telecom employed well over 10,000 people – as well as similarity of problems for which we found solutions at Komerční banka. The offer to manager Eurotel came later. During the three and a half years since my departure, the firm had naturally developed further – it acquired many new customers, the internal company systems changed, and many new people had been put into middle management. But I was in touch during my whole “out of telecommunications” period, so I had solid information on what was currently going on in Eurotel.

Prague Club Magazine I/ 2005

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interview The interim period when you managed Eurotel as an acting CEO took more or less six months.

Was it too long? Did you feel any insecurity within the company?

It actually took only four months. Insecurity is naturally annoying for everyone in every situation, so shorter is better for Eurotel, too. It was in everybody’s interest to minimize the interim period. It was a complicated time for Eurotel, since management changed in the company too.

By the end of 2003, Eurotel had a 100 percent shareholder for the first time in its history – Czech Telecom. So Eurotel undoubtedly went through a certain period of insecurity, but it is over now.

The management can fully focus on its tasks and Eurotel’s performance and the results are highly satisfying.

It had to be a highly demanding period for you personally, too. Your name did not appear on the six names short listed for Eurotel CEO candidates, emerging afterwards among the three “hot” names for the post. How did you perceive this period?

I am not able to comment on the selection process because I was part of it. During the interim period, the most difficult thing for me was to occupy two posts at once, i.e. to continue with the transformation of Czech Telecom, which was in a full swing in the middle of its 18–month time frame, and to be the acting CEO of Eurotel, which was not a part time job, either. To combine these two tasks was highly demanding.

Czech Telecom became the sole shareholder of Eurotel. Do you consider it to be a good step before the privatization of Czech Telecom?

The acquisition has many critics, especially in terms of how high the price was, which was paid for the sake of Czech Telecom consolidation before privatization.

Unambiguously, it was a good deal. It was necessary in order to simplify Eurotel’s ownership structure. In terms of privatization, it is undoubtedly a positive factor, and as far as the return on investments is concerned, I am sure the acquisi– tion will be profit–making.

The effort to privatize Czech Telecom goes back to the year 2002 when the government of Miloš Zeman, and later of Vladimír Špidla, canceled the tender because the prices offered were too low.

Is there any bottom line price for the sale of Czech Telecom at the moment?

It is a good question, but the management is not authorized to comment on the strategy of the owners or their incentives and make speculations on the results. So I really do not want to comment.

Would you comment on the method of priva– tization the government of Stanislav Gross chose within this tender?

I don’t think that would be a good idea either.

What is your vision of the future of mobile phones?

I am naturally very optimistic. It is a sector which

10

Prague Club Magazine I/ 2005

has undergone unbelievable development in the last 15 years. I can observe it in my own eyes as a customer, employee and manager – from mobile phones with the size and weight of bricks to truly miniature devices. One can hardly imagine today’s life without a mobile phone.

Mobile phones became a key voice and data communication device because they supply basic demands for effective, high quality long distance communication. The difference between mobile phones and fixed line connections is blurring further and this is one of the reasons why the alliance between Eurotel and Czech Telecom makes sense. Many similar successful synergies can be found around the world. Many applications in development will change the ways of communi– cation radically, including videophones, banking, entertainment, music etc. The mobile phone of the future will become an intelligent tool with increased amounts of data and informa– tion storage capacity. The devices will have increasingly more functions, will become more beautiful, more user–friendly, and perhaps will look different, but will remain an indispensable part of life.

Eurotel already bought the UMTS (Universal Mobile Telecommunications System, third generation network) license for a relatively high price. T–Mobile, the second largest company on the market, paid a similar amount. The third provider, Oskar, recently put in a sharply lower bid. Was the UMTS license a good investment for Eurotel at the time? Do you consider the possibilities UMTS offers to be such a great asset with regard to the way mobile phones are used today?

Looking at current market developments, when many European providers of wireless voice and data services have started or are just about to start operating the networks of third generation (UMTS), I have to say that the license ownership and the fact that we are going to launch UMTS on January 1st 2006 is definitely positive. It is true that the license was bought in times of high UMTS shopping competition all over Europe. It was a good decision to buy it then. The important thing is that the market regulator secures equal opportunities for everyone now. All three provi– ders should be given comparable licensing for a comparable price in order to retain the competitive environment. It would be unfortu– nate if the market regulator sides with one of the competitors with a sharp bargain offer for the same license.

Is the UMTS, in terms of data transfer capacity, significantly more efficient than current two and a half generation networks?

It depends on which type of third generation network you are examining. There are versions offering significantly higher speeds of data transfer than the two and a half generation network we operate at the moment. There are plenty

of advantages for the customers including videophones and higher data transfer speed.

The entire GSM world will also allocate most financial resources into the R&D of the third generation network devices – mobile phones, terminals and generally into all applications.

The mobile phones developed for UMTS will be naturally compatible with GSM, but no one can stop development. The expectations are surely right over the long–term horizon. It might have been blown out of proportion four years ago when some of the providers, especially in Great Britain and Germany, paid truly heavy prices for UMTS licenses.

Aren’t you afraid that the services that will be offered by UMTS are going to have standards that are too high? Is it really going to be something essential and indispensable to the ordinary customer? Will it pay off?

There was no SMS text messaging 6 years ago, and plenty of customers cannot imagine their lives without it now. I think it will be similar with the UMTS applications. The new services will become part of normal standard communication. The adapta– tion cycle can, of course, take time and will rest with the providers – their strategy, prices, coverage and business models. I am convinced that dozens of providers around Europe operating UMTS already have plenty of valuable experience.

The education of the market and customers takes place more extensively and the UMTS applications will definitely find their customers.

How often do you change your mobile phone and which type do you have at the moment?

I change my mobile phone regularly, once every six months. I think I have three devices at the moment: the new Nokia 9500 communi– cator, Motorola Razr V3 and a Samsung, perhaps even some more. I am trying to have more mobile phones in my portfolio.

What are your hobbies, besides golf where you allegedly have a very good handicap?

I don't have enough time for sport now, but besides golf, I like skiing, downhill as well as cross–country, tennis and mountain biking in summer. This is the most I can manage due to my schedule.

Are you a car fan? What are you driving at the moment?

I am driving a company car, the Audi A6 Allroad, which I also used to have at Komerční banka, by coincidence. I think it is very good car in terms of a business and family car combination, but I am not a big car fan. The speed is undoubtedly fascinating but I like driving safely, especially with the family on board.

My interest in cars does not go over limits and I do not luxuriate in extreme cars.

By Věra Řiháčková I

českou verzi naleznete na www.clubmagazine.cz

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info We are pleased to announce that we have considerably extended Prague Club Magazine spread to include 80 top–notch restaurants in Prague.

Total circulation: 20.000/bi–monthly Readership total: c.a 500.000 Prague Club Magazine is sent as a compliment to: Those who are the most influential, powerful and affluent readers in the Czech Republic Representatives, managing direc– tors and general managers of all companies registered with the Chambers of Commerce in Prague.

Representatives of the largest investors into the Czech Republic listed by the CzechInvest, FDI promotion agency.

Members of the Prague diplo– matic corps, Foreign trade offices and top government officials.

Business lounges at the Prague– Ruzyně airport.

Business class onboard of the Czech Airlines (ČSA).

All Czech centres abroad.

For sale in most Relay News Stands, Luxor Bookstore Prague Club Magazine is available in all rooms of these topstar fine hotels and their restaurants: (telephone number for reservation) Aria Hotel Coda restaurant

225 334 791

Corinthia Panorama Hotel Piazza 261 165 021 Mezzo 261 166 411

Corinthia Towers Hotel Toscana 261 191 206 Rickshaw Restaurant 261 191 142 Crowne Plaza Harvest restaurant Račanská vinárna

224 393 692 224 393 855

Dorint Novotel Restaurant Allegretto 267 031 561

Le Palais Hotel Prague Le Papillon 234 634 611 Mercure Prague Centre Brasserie Felice Restaurant 221 800 840 Prague Marriott Hotel Brasserie restaurant 222 888 888

Grand Hotel Bohemia U Prašné brány 234 608 111

Radisson SAS Alcron Hotel La Rotonde 222 820 000 Restaurant Alcron 222 820 000

Hilton Prague Citrus

Renaissance Hotel Prague 7even 221 822 431

224 842 736–7

Hotel Bellagio Restaurant Isabella 221 778 999

Rezidence Lundborg Praha

Hotel Hoffmeister Restaurant Ada

Sieber Hotel Restaurace h. Sieber 224 250 025

251 017 133

Hotel Ibis Praha City L’Estaminet 222 865 811 Hotel Ibis Praha Smíchov

221 701 700

Holiday Inn Prague Congress Center Esprit 261 175 030

257 011 911

Audience Decision makers in the fields of business, public relations, inde– pendent professions and diplomacy, government officials, local officials.

Hotel Intercontinental Praha Zlatá Praha 296 631 111 Hotel Jalta Jalta restaurant

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Hotel Residence Iron Gate

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Hotel Savoy Restaurace Hradčany 224 302 150

Kampa Park 257 532 685–6 Kavárna v Obecním domě 222 002 764 King Solomon 224 818 752 Kogo – Havelská 224 214 543 Kogo–Slovanský dům 221 451 259 La Perle de Prague 221 984 166 Lamborghini PastaCaffé (Vězeňská) 224 813 257 Lamborghini PastaCaffé (Vodičkova) 222 231 869 Lary Fary 222 320 154 Le Café Colonial 224 818 322 Le Palais Hotel 234 634 608 Les Moules 222 315 022 Lví Dvůr 224 372 361 mama lucy 222 327 207 Marco Polo IV 224 819 668 Metamorphis 221 771 068 Nostresscafe gallery 222 317 004 Orange Moon 222 325 119 Pálffy Palác 257 530 522 Parnas 224 216 244 Patriot–x 224 235 158 Ponte 224 221 665 Pravda 222 326 203 Red Fish sushi restaurant 222 220 716 Restaurace Hanil 222 715 867 Restaurace U Vladaře 257 534 121

Photographers: Ondřej Besperát, Rossano Maniscalchi, Hana Sládková, Jadran Šetlík, Dana Wilson, Vladimír Weiss Subscription service: Martina Hošková

We appreciate your opinions of the Club Magazine. Please send them to: Prague Club Magazine, Moravská 14, 120 00 Praha 2, tel.: 224 255 277, fax: 224 256 172, e–mail: info@clubmagazine.cz www.clubmagazine.cz

You can find the Magazine in these fine restaurants: (telephone number for reservation) Ambiente – Ristorante Pasta Fresca 224 230 244 Ambiente – Rudý Baron 222 511 348 Ambiente – The Living Restaurants 222 727 851 Azteca 257 327 389 Barock Bar & Café 222 329 221 Bellevue 800 123 553 Break Café 222 231 065 Bugsy’s Bar 222 329 943 Byblos Lebanese Restaurant 221 842 121 Cafe La Veranda 224 814 733 Cafe Savoy 257 329 860 Cafe Restaurant Comtessa 224 255 928 Caffé Restaurant Premiéra 224 828 159 C’est La Vie 257 321 511 Clementinum 224 813 892 Demínka 224 224 915 Don Giovanni 222 222 060 Dům vína U závoje 226 006 120 Francouzská restaurace v Obecním domě 222 002 745 Hergetova Cihelna 257 535 534 Hotel Regina 274 822 572 Hungarian Grotto 257 532 344 Chez Marcel 222 513 340 Japanese Restaurant Nagoya 251 511 724

Contributors: Olga Bláhovcová, Vanessa Bulkacz, Joseph Drebitko, Karin Genton – L’Epée, Pavlína Holancová, Tereza Hořejšová, Martina Hošková, Roman Jelínek, Tamara Kvěchová, Peter R. Loewenguth, Jan Mraček, Ivan Pavlović, Jennifer Anne Perez, Radka Pudilová, David Rath

Prague Club Magazine CEPONA, s.r.o.

Lužická 32 120 00 Praha 2

Hotel Novotel Praha City Côte Jardin 221 104 811 Hotel Palace Praha Gourmet Club

Publisher: Benke Aikell

Restaurant bar Pod křídlem 224 951 741–2 Restaurant Kamenný most 224 097 100 Restaurant Michal 222 222 630 Restaurant Palác Kinských 224 810 750 Restaurant Rybí trh 224 895 447 Restaurant u Kolowrata 257 530 729 Restaurant U maltézských rytířů 257 533 666 Reykjavík 222 221 218 Ristorante Amici Miei 224 816 688 Ristorante Felice 224 247 012 Ristorante Da Emanuel 224 312 934 Rusalka 224 934 109 Square – Malostranská kavárna 257 532 109–110 Taj–Mahal 224 225 566 U Červeného kola 224 811 118 U malířů 257 530 000 U modré kachničky 257 320 308 U Modrého Hroznu 222 221 185 U zlaté hrušky 220 514 778 Ultramarin 224 932 249 Zátiší Restaurant 222 221 155 Zahrada v Opeře 224 239 685

Club Magazine comes out bi–monthly.

Licence: MK ČR E 13147 No reproduction is permitted in whole or part without the express consent of Prague Club Magazine.

Opinions expressed in this publication are those of the authors or persons interviewed and do not necessarily reflect the views of the editors or Prague Club Magazine. All editorial material and photos in Prague Club Magazine is digitally stored and may be republished by Prague Club Magazine either in printed form or in various digital media. All correspondence to Prague Club Magazine may be published.

Graphic design and printing: D&S Design Prague, s.r.o. tel.: 274 774 131 prague@bigformat.cz www.bigformat.cz

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medical matters

How is the Standing of the Czech Health Service?

An easy question, a difficult answer. Good and bad.

The best method of assessment is by comparison, so I will try to compare the Czech health service to those in surrounding states. The Czech Republic puts 7% of GDP into the health service, which is less than in Austria (9%) or in Germany (10%), but more than in the Slovak Republic or in Poland.

In absolute amounts, re–counted over purchasing power, we spend 50% less than Portugal, Spain and Greece, two times less than Italy and Austria and two and a half times less than Germany, but approximately twice as much as Poland.

It is true that the system of health insurance companies is not equally comparable (only nine companies), but the total cumulative deficit of all health insurance companies reached approximately 4% of their total yearly turnover in the year 2004. Health care centres generally managed to break even in the year 2004; however, some big hospitals are dragging quite a big debt with them that has been growing for years.

Comparing the number of physicians to the number of inhabitants, we rank average within EU countries.

Considering both the number of acute beds in hospitals and time spent by a patient in the hospital, we are a little bit under the EU average. We have a rather compact hospital net– work – 170 hospitals – which corresponds to that of Austria or Germany. The overwhelming majority of outpatient departments have private owners, who are mostly physicians with surgeries. More than half of all Czech physicians function this way.

Now we will shelve economic and statistical data and have a look at measurable effects. In general, the quality of health services is considered to be reflected in the rate of infant mortality, where poor and developing countries have high mortality rates. The Czech Republic has the 4th best place, together with Austria and Norway in European countries. The so–called “average length of life” parameter clearly does not reflect just the level of health service, but also lifestyle, environment and so on. Here, for men, we are lagging about three years behind Germany but just one year behind Portugal.

Besides these measurable parameters, the efficacy of the medical scheme can also be measured by the number of expensive and life–saving procedures performed.

The Czech Republic is the world’s number one in acute heart attacks treated by the state–of–the–art direct angioplasty technique. It is a method which, on principle, modifies the forecast of patients affected by heart attacks, the overwhelming majority of whom go back to their normal lives after a couple of days. It is possibly over–simplified to say that if someone has a heart attack in the Czech Republic, they have essentially a better chance of recovery than in neighbouring Austria or Germany, or even in the USA. In overall number of organ transplants, we stand in comparison with the EU average. By analogy, we are in good standing with expensive, modern medical “art accessories” – e.g. CT, ultrasound and so on. CT is

a common method available in every hospital that provides acute care.

From the above–mentioned facts, it could appear that the Czech health service is among those of the highest standing in the world, if we compare only costs and results.

However, we also find several drawbacks. Medical workers, the most important element in making the system a living and functional mechanism, are undervalued and overloaded by poor work organisation, resulting in numerous serious complaints to which patients allude, such as edgy behaviour and unwillingness to communicate with the patient as a valued client. The feeling of poor valuation stirs many qualified medics to successfully look for work outside the country, especially in Germany and Great Britain.

Other complaints are related to half-baked construction investments, together with poor controls, which make for patchy progress. This is the reason why we find modern

hospitals with sleeping rooms with private toilets and showers and a maximum of three people per room just a couple of kilometres away from a dilapidated and slovenly hospital. The same holds true for each outpatient department. Some of them are equipped with state of the art technology, whereas elsewhere we may only find a physician with his stethoscope. On top of that, further development of Czech health care is jeopardized by its discontinuity because each political representation has a very different idea of where the system should be heading in the future.

This is the reason why medics have the feeling that a very good connection between costs and quality of health care is accomplished in the Czech Republic, even contrary to the aspirations of politicians.

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By MUDr. David Rath President of the Czech Medical Chamber českou verzi naleznete na www.clubmagazine.cz

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A NEW COOPERATION WITH PRAGUE CLUB MAGAZINE AND CZECH MEDICAL CHAMBER

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interview

Zdeněk Škromach, Minister of Labour and Social Affairs

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interview Interview with Minister of Labour and Social Affairs Zdeněk Škromach

Journalists call me:

„Traditionalist dead–handed politician resistant to change and willing to work with communists” Mr. Škromach, you have had quite a tense relationship with the Prime Minister recently. You have chosen a communication strategy of “no direct confrontation.” How will your relationship with the PM develop in the future?

All such relationships have two sides and the way they develop depends on both sides. The media brings a lot of disharmony into our relationship and I am not sure if it is good. The problem is that the media sees it as a collision or a fight between two people. I have never understood it this way. I understand it as a clash over the future orientation of the Social Democratic Party (ČSSD). It is a question of program. I simply do not believe that people would be OK with low pensions and a feeling that we want the best for them. My understanding of the world is not about persuading somebody that I want the best for him, but that he just has to be OK with being poor, or knowing that his children cannot study and he cannot afford much. To explain to people that we want good things for them without being really willing to do something to improve their lives was not the reason why the ČSSD was established. This is the program of a totally different political party.

You are considered to be a backer of Miloš Zeman. What do you think his qualities are?

Miloš Zeman is definitely the biggest personality of the ČSSD in the post–November 1989 era. His most profound feature is that he does not leave you indifferent.

You can either agree with him or not, but you are not indifferent. He makes you act. He is definitely a person thinking in a strategic way, and he is hard–working and persistent. He has the drive. One has to admire how he managed to come up with the right policy for the ČSSD in the mid–1990s and make it a strong and influential party.

In my opinion, he can keep his promises and that is quite important in politics. It is also because of him that the ČSSD is in crisis – no political figure strong enough to be his successor has emerged, neither by being a big player on the political scene nor by being able to fight hard. However, as with every big politician, he has his weak sides too.

The ČSSD has been considerably weakened recently.

Public opinion declined and the party does not seem to be self–confident. Why? The ČSSD started losing the sympathies of the public during the presidential election. Let’s look at the opinion poll figures. The first warning came during the process of creating the coalition government when preferences also declined, but the decline was interrupted by the government’s good management of the flood disaster. But then we had the presidential election – that is the key to current problems. That is the point when the leadership of the ČSSD disappointed. We were against the opinion of most of our members, and most of our voters and supporters cannot forgive us for not keeping our promise and allowing such a result to occur. The situation of the ČSSD would be much different today if we had listened to the wishes of most party members. We were short–sighted. We simply forgot that people do not forget. We caused a lot of our current troubles ourselves.

Rhetoric may be the problem as well – the media call me “traditionalist dead–handed politician resistant to change and willing to work with communists.” On the other hand,

my opponents are viewed as modern and sincere. I think the reality is different. It can be defined as a dispute between leaving the traditional values of social democracy, such as solidarity and social justice, or accepting the liberal rhetoric of the Civil Democratic Party (ODS) and trying to get ahead of it, thinking we would then be able to determine the direction of this liberalism. We have been continuously trying to persuade the public that the intentions of the ODS, such as equal taxation and liquidation of the pay–as–you–go pension system, is an adventure that cannot be justified in any way. Then suddenly, we start talking the same way. Suddenly we try to get ahead of them in cutting taxes and privatization of the pension system.

What do you think you will be doing after the party congress in March?

I believe my concept will win at the congress and my plans will be realized accordingly.

How will the ČSSD be different as an opposition party?

I do not believe the ČSSD will end up in opposition. There is enough time until the election. If our work speaks for us instead of just words, then the election result may be very different from how it seems today. Many people tend to write us off, but that is quite premature. I believe we will get stronger and everybody will have to count on us – our coalition potential is very high.

What is your opinion of the Communist Party of today?

The situation of the Communist Party in our society cannot be discussed in black–and–white terms. I think that the present attitudes toward the communists are no good – the more we try to keep them away, the more the party lives in its own world and does not develop any further. Do all the various initiatives calling for prohibition of the party lead anywhere? Such demands are totally false – how would it be possible to prohibit ideas or thoughts on which the party is based or the attitudes of people that are attracted by this particular policy? The Communist Party of today partly exists due to the weakness of the ČSSD. It is an easy life – the party is in opposition, it can criticise and it has no responsibility.

It is not even necessary to have a political program while you are the opposition and that is why they have no reasonable program. Their programme is nostalgia over the past.

However, even this nostalgia is a mix of different opinions, including those that have not come along since November 1989. They do not want to admit that November 1989 was a victory even for them. There are, however, many people that share the same values as the ČSSD and maybe it is just coincidence that they ended up with the communists.

There have recently been motions in the ČSSD to transform it into a party closer to the Labour Party of Tony Blair. What is it that you do not like about the British Prime Minister?

I am convinced that his policy, in the form that Mr. Gross and Mr. Sobotka want to import to us, has no chance to be successful. And it is not even possible to import it. Do we really want to adopt the slogans of the opposition to seize their territory and then govern in our own way, as it has appeared in one of the proposals? All admirers of this “third way” forget that the Labour Party came to power after a long period of conservative government in a country where the difference between the two major parties is not that

big and at a time when the country was exhausted by conservative recipes and the Conservative Party did not have any new charismatic leader. Another serious difference is that the Labour Party does not have the Communists on the left. Even if they moved more to the centre, nobody would acquire their position on the left. If we do it here, we will lose the left party voters. Let the figures talk as well: 16% of Britons live under the poverty level, but in Sweden the figure is only 6%. Is it success or not?

Your opinions are quite stable and clear. “New Labour,” as it is presented to us by some of your party members, does not seem to be very clear and convincing. Do Mr. Gross and Mr. Sobotka mean it sincerely?

I do not doubt that they mean it sincerely. When we are talking about Blair, we should also take into account how Europe views his policy. In December last year, the Group of European Socialists passed a declaration that expressed deep conviction that the European social model is and has to remain the driving force of our economic development and that the most successful economies of the world are those economies that combine a high level of competitiveness and extensive social welfare. It is Scandinavian countries, not Britain, that are considered successful. And it is not accidental that Sweden can spend double the sum Britain spends on education. And is it just coincidence that the Labour Party refused to sign this declaration, which also included other subjects such as tax dumping or further development of a social state?

What about your opinion on the employment policy: how would you explain that the figures of unemployment in the USA are so low, taking into consideration the low level of regulation? Isn’t over–extensive regulation of working conditions actually more harmful to employees?

The phenomenon of the USA is complex, partly due to a different methodology. It would be very naive to think that the American trade unions do not have much power. They are very powerful, particularly in the traditional industries, so even if there is no official regulation, the trade unions are able to take care of wage issues. To say that too much regulation hinders creation of new working places – as the ODS states is true in the Czech Republic – is nonsense.

Do entrepreneurs really create new jobs only if labour market regulation does not exist? I have always thought that people do business and hire people because they see an opportunity in the market, or because they have products or offer services for which there is demand in the market, not because there is no regulation of the labour market. Is a new job only about regulation? Isn’t it also about other investments into facilities, information technologies, etc.?

Or is labour regulation an issue only because we want to be flexible in cutting jobs? I cannot agree here, again. The more an employee thinks that his employer will fire him at the earliest occasion, the less loyal and less willing to work hard and with interest he is. I believe we should think about it.

By Tereza Hořejšová I českou verzi naleznete na www.clubmagazine.cz

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memoirs A Talk with Jana Outrata, Founder, ALTISA (formerly International Women’s Network), Prague, Vice–President, American European Community Assoc. (AECA), Prague, Author, Where is my Home? (English version)/Not Stepping Twice Into the Same River (Czech version)

HOMECOMING Jana Outrata was born in the Czech Republic but moved to Canada after the Russian invasion in 1968.

She returned to the Czech Republic after the Velvet Revolution and has been actively involved in numerous social and civic organizations.

She recently published her first book in Czech, Not Stepping Twice Into the Same River, an updated collection of short stories about immigration, love and belonging, first written in English during the years 1989–1991 after two visits to her homeland. Her book grew from a 1989 Canadian Broadcasting Corporation (CBC) creative writing competition, which Ms.Outrata won with a short story on the topic of the fall of the Berlin wall.

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interview In your book, you talk about a lot of feelings of guilt for fleeing your homeland in 1968. Yet, you didn’t encounter any hostility when you returned to live here in 1992, and many others who did the same as you felt no guilt. Why do you think you felt this way when others did not?

Practically everyone who went abroad felt it. But I had an easy career in software design, whereas other people had to struggle much more than I did. They had something to prove to themselves regarding how much they overcame the odds. Because I didn’t have anything to prove, I am able to be more honest with myself about these feelings.

Your book is in memoir format and has a lot of stories about people you knew who were left behind. You mention one old childhood friend, who was also your first love. He helped a journalist escape the country and had to pay a very heavy price in terms of his career and his life.

How did you feel when you saw him again?

I was very, very sad. I mentioned in the book that he had dentures, which bothered me a lot. Why couldn’t they save his teeth? But he never had as many ups and downs as me, and always looked at the bright side of things. He wasn’t bitter. He was very proud of his two sons and his relationship with them and that was enough for him.

You arrived back in the Czech Republic just in time to witness the end of the Revolution.

Yes, and it was such an exciting time! The most intensive struggle lasted about 10 days, and then it became clear that the regime was over. We came to visit immediately after that. People were still a bit uneasy because the Soviet army was still around and could interfere if they wanted to, but they didn’t.

When you think of that time 15 years ago, do you feel like the idealism, hopes and excitement of the Czech people have been realized?

Most of them, yes, but you can’t live on euphoria. It’s like first love. You fall in love and you fly like a kite, but you can’t keep flying forever. If you are realistic, you must be happy with what was accomplished. People who now say they would rather have communism back were obviously not jailed. It irks me that they think about how much they could buy or how much they had, rather than human rights abuses like executions, torture, and prisons. Careers were ruined. People’s children couldn’t study. There was a lot of misery. And even if nothing specific happened to you, there was so much humiliation. If you traveled abroad, you couldn’t get enough foreign currency, so you were

forced to bring all your own food, sleep in tents and be treated like vagrants. Nowadays anybody can travel anywhere. So I don’t have patience for all this moaning.

In your book, you draw a parallel between a person’s attitude and the nation’s attitude. You say, if you perceive a black cloud over you, there will be one and it will follow you, and compare it to the Czech national mentality.

Is this how you see Czechs as a group?

There is a tendency for Czechs to depict things in darker colors, certainly as compared to North American environments, where you are not supposed to complain.

If asked how you are, you say, fine! You may be crying on your floor, but you say, fine! And I like it because it’s a self–fulfilling prophecy.

Your book also states, “The totalitarian regime violated the basic rule of healthy existence of any live organism: that of feedback, which ultimately led to the self–destruction of the regime.” Is this how you would encapsulate the collapse of the regime, more so than because of a lack of resources?

Yes, that is how I see it. Materially, people weren’t starving or suffering. The government just didn’t invest in infrastructure and things you couldn’t see, so there were no telephone lines and the sewer and water systems were falling apart. When I moved into my house here in Hradčanská, for example, I had to redo all the plum– bing, replace all the downspouts and gutters. The house is from 1911 and it hadn’t been touched since. But it can’t be compared to Romania, for example, where people couldn’t even get basic health care during the communist regime. People weren’t that bad off here.

Your book was first written in English in 1991, and now you have translated it into Czech.

It was published in Czech by M–PRESS in Prague in September 2004. But I wouldn’t really call it a translation. It’s more of a rewrite and an update.

I explained certain historical aspects in more detail for the English–speaking people, and there were some plays on words that did not translate. You say things differently in each language. Certain expressions also come into language and others become obsolete, so it probably took me the 12 years I’ve been living here to come to grips with new nuances in the Czech language. I did the Czech rewrite in early 2004, and I thoroughly enjoyed doing it, I must say.

The Czech version is called Not Stepping Twice into the Same River, and is accompanied by beautiful

illustrations by the art photographer Jan Šimon Fiala, who died in June 2004.

Why did you decide 2004 was the year you wanted to publish this book in Czech?

I finished reading Ignorance by the Czech author Milan Kundera, and he presented a picture of immigration that I didn’t agree with. His view was gloomy and showed everyone doing ugly things to each other, specifically with regard to immigrants. I wanted to present an alternate viewpoint.

Do you have plans for doing a book tour?

I wouldn’t mind, but I would need to get some financial help. I financed this publication myself, but it’s a hobby for the wealthy. Unfortunately, Czech people don’t read as much fiction as they used to. It’s a worldwide trend. Fiction reading will continue to dwindle because people have too much information to take in to stay competitive at work.

Do you continue to write today?

Yes, writing is my favorite hobby. I have plenty of stories in my drawers that need to be dusted off and updated.

Everything is in English, and I would like to translate it all into Czech and publish them simultaneously. This would be something unique that I could do. To be successful, you need to offer something different.

Talk about some of the other work you are involved with outside of writing.

I run the non–profit organization ALTISA, which I founded eight years ago as the International Women’s Network. I also work for two other non–profit organizations, one of which is AECA, a really top–notch group. We get the most important VIPs together for discussions of current issues and to form a network of opinion makers. It’s a very powerful and international group. We try to cultivate diplomatic connections at small gatherings for those foreigners who decide to stay here to make sure they know local people.

With all the non–profit work you are doing, is it hard to stay disciplined and make time to write?

When inspiration hits me, I write something down.

When it accumulates, I do something with it. You have to wait until the muse comes and kisses you. But she does come.

By Vanessa Bulkacz I

českou verzi naleznete na www.clubmagazine.cz

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výroční zprávy

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časopisy

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legal affairs Produced in partnership with the Czech Bar Association

Speeding–up the Registration Process for Corporate Entities JUDr. Roman Jelínek, Ph.D., member of the board of directors of the Czech Bar Association

The end of long waiting times for registration of a company into the Commercial Register, simplified proceedings for registration of a company into the Commercial Register and transfer of responsibility for information contained in founder’s deeds for companies to businessmen – these are the main aims set out by the proposal for amendment to the Commercial Code and the Civil Procedure Act, which regulate the Commercial Register. Long waiting times, which accompany the process of founding a trading company, registration of changes and divestiture or merger of companies have been the subject of professional discussion and dissatis– faction within the business community since the beginning of the 1990s.

Essentially, the parliamentary initiative, which lead to the submission of new regulations for proceedings with the Commercial Register reflects the rightful claims requested by businessmen for the removal of superfluous bureaucratic obstacles encountered when founding a new commercial company through registration in the Commercial Register, while maintaining the legal security of third parties, which stems from the accuracy of registration in the Commercial Register.

The legislative proposal partially moves away from the supervisory principle of the state, which controlled proceedings with the Commercial Register and introduces a registration principle. The greatest hurdle until now has especially been review of proposals and all documents attached in a com–

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pulsory manner to the proposal for registration of a company into the Commercial Register by the courts, regardless of the fact that the founda– tion documentation, including alteration to it, were drawn up in the form of a notarial record. This public document, the content of which is held in good faith by the public as being accurate, was reviewed by the registration court despite this, which led in part to delay in proceedings and in part to conflict between varying legal viewpoints concerning the content of such documentation. The amendment modifies court procedure when reviewing foundation documentation, or as the case may be, documentation required when recording any change made to com– pany information in such a way that the court should only check whether this documentation contains all appurtenances and appendices required by law and whether the requirements have been fulfilled concerning individual facts recorded in the Com– mercial Register. If the notarial record proves the fulfilment of the above–mentioned requirements, registration courts will no longer carry out a review and will only verify whether the information in the proposal for registration corresponds to the information contained in the notarial record. The notary who draws up the notarial record is then responsible for the content of the legal act they verify and for its conformity with the foundation documentation of corporate entity.

The new legal regulation presupposes the introduc– tion of uniform forms for recording a company into the Commercial Register, which will be publicly available and binding for all registration courts.

The form should contain individual columns for com– pulsory information about the company, which can be filled in by each and every businessman.

In line with EU directives, it will be possible to submit a proposal for registration of a corporate entity electronically including all appendices. This restricts personal contact between the applicant and the Commercial Register to a significant extent, which leads to restriction of an environment, which is prone to corruption and increases the transparency of the whole proceedings.

All foundation documentation for a trading com– pany and appendices will be available at the registra– tion court in digital format and will be publicly and constantly available for anyone who requests up–to–date information about a corporate entity. This makes commercial relationships significantly more transparent and establishes the necessary legal security of third parties.

The participant in proceedings with the registration court should only be the person who submits a proposal for registration of facts into the Commercial

Register. Current legal registration has shown that participation in proceedings by all persons who are connected with registration into the Commercial Register leads, in many cases, to blocking of such a record by persons who no longer had any legal interest in the record. For example, this concerned members of statutory bodies or supervisory boards who had been removed from their function, confidential clerks and such like. The proposed legal regulation lays responsibility for the registration of decisive matters into the Commercial Register above all in the hands of the businessman.

The registration court will no longer independently pass judgement on matters of authorisation for registration of a corporate entity into the Com– mercial Register. It will either directly implement the record or reject the proposal for registration.

According to the example set by foreign legal regulations, the registration court will be bound by a fixed time limit – five working days from the day the proposal for registration is submitted, during which time it must implement the record or reject it.

In connection with this, presumption of registration of corporate entities into the Commercial Register is being introduced in case the registration court does not implement the record or reject the proposal within the above–mentioned time limit. A third party may appeal against such a record being made if the record stems from information or documentation, which are contrary to law or if such a record would grossly violate the legal interests of a third party.

The amendment introduces the principle of reconsideration, i.e. the right of the court, which passed ruling on registration, to change their decision.

The proposed legal regulation stems from the pre– supposition that registration will be carried out by senior legal officers and that judges will only pass resolution on appeals against decisions made for rejection of registration.

The prepared amendment undeniably brings with it a speeding–up of the registration process for corporate entities into the Commercial Register, removal of certain superfluous bureaucratic obstacles and strengthens the position of third parties stemming from registration into the Commercial Register.

With a view to the introduction of new principles in the registration proceedings, we can expect the appearance of new legal questions, not yet resolved by judiciary practice, which will need to be I successively resolved.

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interview A Talk with Karel Muzikář, Managing Partner WGM

Navigating Through Stormy Waters When it comes to working in the legal field, most attorneys can only dream of becoming managing partners before they hit 50. But Karel Muzikář, managing partner of top Prague law firm Wiel, Gotshal & Manges, has already reached that goal – and he’s only 41 years old! So, how did Muzikar make his mark at an age when most attorneys are still working as backups to more senior partners? The answer is hard work, long hours, and an innovative mind that lives and breathes law.

As a former attorney for former Czech President Václav Havel, Muzikář now finds himself leading arguably the most prestigious law firm in Prague. Although he barely has time for a vacation, let alone interviews, Muzikář spoke with Club Magazine on how Czech law has changed and how he and his firm will adjust to meet these vast changes.

You’ve got quite a reputation for working long hours in the office. I know no one day is typical, but describe what you might do in a single day? How long do your work days usually run?

My normal business day starts between 7 and 8 a.m. when I arrive to the office or to a meeting with the client. The rest of the day a lot depends on the needs of my clients and the administration of the office. If there is nothing urgent, I leave the work at 8 p.m. However, this often means additional business meetings with the clients throughout the evening.

If there is anything typical about my program, it is the sub– stantial amount of time which I dedicate to discussions with my younger colleagues on the most important legal issues on which we are working. This is very important because it keeps me current with the daily affairs of the firm and concerns of our clients.

The Czech Republic legal system is undergoing vast change, especially when it comes to business and regulatory law. What are some of the areas that need to be improved and why?

I think the Czech legal systems still needs a lot of impro– vement in the way of how the court system and administrative agencies work when deciding disputes and other matters.

And perhaps quite surprisingly to a laymen, the system of administrative deciding in my opinion needs far more reforms than the courts. The focus of the legal system in the Czech Republic like in many of the other industrial nations shifts more and more to technical issues in various specialized areas and these new matters are typically handled by administrative agencies instead of courts. The long developed extensive procedural safeguards of basic fairness apply to the decision making of the courts, although not always properly applied. These safeguards are insufficient or missing in the administrative proceedings and also the habits of the administrative agencies and the situation is improving only very slowly.

In what areas has the system already changed for the better? Why? The corporate law in general has progressively improved and continues to improve rapidly. This I believe can be said both about the level of sophistication with which the internal corporate governance procedures are implemented inside

the business organizations and the still higher standards of M&A transactions. And the reasons are simple: increasing qualification of the corporate lawyers in general, their hard work and a continuing strong influx of ideas and schemes from the more developed markets.

You’ve held your own in a field that has been largely dominated by foreigners. What did it take to get you where you are?

Perhaps the question itself indicates the answer. I am strongly convinced that the success of WEIL, GOTSHAL & MANGES in Prague derives from our ability to provide the clients with local knowledge of Czech law in combination with foreign education and experience of our Czech lawyers and the experience of our international offices in the deve– loped markets. We are able to meet exactly our client’s needs both from the professional and language perspective.

You worked as an advisor to Václav Havel for some time.

Describe the challenges and highlights of that position.

It was very interesting to cooperate with the Office of the President on the complex constitutional issues and also some other work in legislative area. As an example, we have researched smoking ban legislation in some other countries and looked for the ideas which could be also applied here. It is an area of legal work which an attorney does not typically encounter, unless he decides and spends some of his time to do this type of pro bono matters.

Since you’ve worked as an attorney here for quite some time, how has the legal system changed since you started studying law?

The simple answer to this question is that the legal system got much more complex. The emergence of market economy and the fall of the Communism led not only to the revision of virtually the entire legal system but also to the introduction of completely new concepts. A rapid adaptation to the new environment was the leading requirement. This was the major challenge and at the same time the greatest opportunity to my generation of lawyers. It is quite different, although not necessarily easier, for the young lawyers who are graduating in the recent years.

Weil, Gotshal & Manges recently won an award for Czech Law Firm of the Year. What sets your firm apart from many other firms, both locally and internationally? Why do you think Weil, Gotshal & Manges won this award?

Weil, Gotshal & Manges received this award for innovative and creative approach in the area of finance and M&A law.

Talking about our comparative advantages, I think that our lawyers possess the advantage of dual legal education both here and in the Anglo–Saxon environment, broader than just local experience and the willingness to work long hours both on their own skills and the success of our firm. Our clients praise us for our ability to precisely identify legal problems and find efficient solutions.

What types of things do you like to do in your spare time?

I know you’re quite busy, but do you like to travel? What can you be found doing on your days off?

I like antique books and architecture. And travelling,

of course, when there is some spare time left which is not so often.

You spent quite some time at Weil, Gotshal & Manges in New York. What are some of the work habits or skills you’ve taken from the States and used here?

What makes in my opinion our New York office exceptional in the U.S. context is the way in which the people get motivated. Unlike many other places in the States where I have seen humiliation of younger colleagues, the junior associates in our New York office are motivated through integration to the team and becoming a part of its success.

This is truly unique and makes me proud of my firm.

What does 2005 hold for Weil, Gotshal & Manges, as a firm? What can we expect from your team?

There is always something to develop and improve as far as quality of legal services is concerned. I believe this has always been and continues to be our primary goal. And the way of achieving it is to further improve the legal education of our lawyers. This is a continual process, involving participation of our lawyers in both programs at the top universities in the United States and England and post– graduate education here in the Czech Republic.

Is there anything you’d like to accomplish personally in 2005? (spend more time off, travel, etc.)

Yes, I hope to finally take two weeks of holiday and travel, something I could not have done in the past five years.

Are you married? Do you have any kids?

No. But considering that my youngest sister is only 4 years old, it seems I still have more than enough time.

Do you have any advice for young lawyers looking to take theEuropean business law field by storm? What is something you learned as a student or in the field that you could pass off to them?

What is essential is English fluency and perfect theoreti– cal knowledge of law, in particular its commercial and civil branches. But one cannot forget about general enthusiasm and willingness to work long hours for the quality of our services to the clients and success of the firm. I have learned that you cannot have success without hard work, willingness to dedicate your time to it and sincere interest in constructive cooperation within the team.

By Jennifer Anne Perez I

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Prague Club Magazine I/ 2005

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HCA foundation event

The two Ambassadors, Magdalena Kožená and Václav Havel, listening to the appointment speech by Mr. Uffe Ellemann–Jensen, former Danish Minister of Foreign Affairs, in front of the picture of Hans Christian Andersen

VÁCLAV HAVEL AND MAGDALENA KOŽENÁ APPOINTED AS NEW HANS CHRISTIAN ANDERSEN AMBASSADORS IN THE CZECH REPUBLIC

On 3rd November 2004, the former president of the Czech Republic, Václav Havel, and the world–famous Czech mezzo–soprano Magdalena Kožená were appointed as Hans Christian Andersen Ambassadors at a ceremony at the Church of Saint Anna in Prague. Former Danish Foreign Minister Uffe Ellemann–Jensen presided over the ceremony. As foreign minister, Mr. Ellemann–Jensen helped forge close ties between Denmark and the Czech Republic. The Danish Ambassador to the Czech Republic, Jorgen Bojer, and the Royal Danish Embassy in Prague hosted the event, in association with the Hans Christian Andersen 2005 Foundation.

Mr. Ellemann–Jensen helping Ms. Kožená fix the golden pin distinguishing her as Hans Christian Andersen Ambassador

From left: Jorgen Bojer, Ambassador of Denmark to the Czech Republic, Uffe Ellemann–Jensen, Former Danish Minister of Foreign Affairs, Ms. Magdalena Kožená, Mr. Václav Havel, Mr. Lars Seeberg, Secretary General of the Hans Christian Andersen 2005 Foundation, PhDr. František Fröhlich, Translator of the works of Andersen and many other Danish writers into Czech

Mr. Ellemann–Jensen, emphasizing the comparison between Václav Havel’s use against the communism rulers of the “power of the powerless” with the little boy in Andersen’s fairy–tale “The Emperor’s New Clothes”

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interview A talk with Marcela Jiráňová, Express by Holiday Inn hotel manager

YOUNG TEAM launches new hotel project in Prague

You have become the manager of a new hotel project in Prague. The goal of the project is to fill a certain gap in the market. What kind of project is it?

At the beginning of April, Iceland–based investment company KHG will open its first hotel in Prague Express by Holiday Inn, representing a new concept for the Prague city center focusing particularly on bed and breakfast. During the evening, visitors will be able to sit in a nice bar or have a little refreshment with wine or beer. Overall, the hotel should be a pleasant family environment.

What kind of accommodation is in most demand in Prague – accommodation at a luxury level or at a basic standard that provides only the most necessary comfort?

Express by Holiday Inn will attempt to combine both.

People come to larger cities usually just for a few days.

This is what our hotel concept tries to reflect by offering high quality with limited services. We think that once people find accommodation, they will then prefer to learn more about Prague and go to a restaurant, rather than spending all their time in the hotel. During April, we will be offering a promotional starting price of 69 Euros per person per night. This offer will be limited to a certain number of rooms. In addition, rooms will be air–conditioned, which is definitely not the standard for a three star hotel. Even children under 16 will be allowed to stay in the parents’ room free of charge.

Where is the hotel located?

The hotel is located in the city center at the corner of Ople– talova and Jeruzalém– ská streets. This fact makes our hotel a little different from Express

by Holiday Inn in other European cities where hotels are usually located on the town’s outskirts, not directly in the center.

This makes our hotel unique. In addition, it is located in a newly refurbished house from the end of the 19th cen– tury, another feature that distinguishes us from other Express by Holiday Inn hotels, which are usually very modern buildings. It will be a novelty for Holiday Inn clients.

How does the competition view your project?

Frankly, we haven’t registered any reactions so far.

We have competitors, but we will have a three–star hotel in the center of Prague that has a higher standard than classic three–star hotels.

What will be the hotel’s capacity?

We will have 80 rooms on five floors. The loft is particularly romantic and features a beautiful view.

At the same time, hotel rooms include a fold–out sofa, which is something families with children definitely appreciate.

What will be your marketing strategy?

All marketing activities should be carried out under the concept of high–standard accommodation for little money.

Is it comparable to the strategy of low–cost airlines?

Yes, it is similar. We also utilize the “value for money” concept.

The hotel will feature a young and dynamic team.

Who will they be?

Most employees have already been selected in a challenging tender. Those who will work for the hotel have extensive experience in the hotel business. Capability for carrying out different tasks is crucial. All employees have to be able to fulfill even the tasks of their colleagues. Generally, we are all young, so the average age will be low.

Room prices in Prague are relatively high. Do you believe that prices will change?

When traveling around Europe, you can find out that, for example, in Wien it is often possible to get cheaper accommodation than in Prague.

The fact is that Prague, as an attractive desti– nation, can afford the higher prices. But it also depends on the season – during the off–season the price competition is tough.

How did you get into hotel business?

I’ve been close to hotels and restaurants since my childhood because both my parents studied at the hotel school in Mariánské Lázně, which naturally influenced me. I also wanted to follow in their footsteps, so when I was choosing a school, I desperately wanted to go to Mariánské Lázně.

But my father didn’t want me to leave Prague and he was not sure whether this kind of business would be good for my future. Eventually, the 1st Private Hotel School in Prague opened and I studied there. During my studies, we had two days of practical hotel work during the week starting in the first year. Immediately after finishing school, I joined the Panorama hotel.

I have been working in tourism for almost nine years.

What other hotels did you work for?

I left Panorama for Holiday Inn (now Crown Plaza in Prague 6). Then it was Hotel Palace Prague, in which I stayed until the end of last year. In January, I joined Express by Holiday Inn as the first employee.

In the past, I worked as revenue manager, which means that I was responsible for the hotel’s pricing strategy.

The opening of the hotel is nearing and you are all busy with preparations. What is your priority now?

Of course, all our lives focus on the hotel’s opening and that requires an enormous number of activities and tasks that have to be completed, checked and secured. I can’t tell you any specific priority at this stage, but our overall priority is opening the hotel with as few complications as possible.

What do you do when you come home from work and you need to relax?

Sport is definitely the best way to relax. Like many women, I like to go to aerobics lessons. It is excellent relaxation. If I don’t go to the gym, I relax at home or go for a drink with friends. In addition, I have a new hobby – diving. Last year I passed the course, but I am only a beginner. Of course it is sometimes difficult to accommodate work and free time, but I am sure that it is necessary. I try to find the right balance. In the end, one has to be able to say “enough is enough” at work and postpone the tasks for another day. Of course it is sometimes difficult.

Diving probably means holidays at a sunny seaside?

I completed the diving course at Elba in Italy and I would like to go back this year. Of course I want to dive again.

What are your career aspirations? Do you think you will be in the hotel business in 10 or 20 years?

At this time, working in the hotel business is my mission and this work fulfills me. But it is difficult to say what life may bring in 10 or 20 years.

By Tereza Hořejšová I

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interview A talk with Jiří Kunert, CEO and Chairman of Živnostenská Banka’s board of directors

CRITICAL CONVERSION: Czech Banking Grows Up If a person were to compare the Czech banking system of today with the one in place 15 years ago, without a doubt, they would be astounded. Thanks to sweeping economic reform within the system and outside it, and a dramatic push, both technologically and service–wise, to follow in the banking footsteps of European neighbors, Czech banks are now more modern, global, and focused on the needs of the customer. Even as these changes took place, Jiří Kunert, now CEO and Chairman of Živnostenská Banka’s board of directors, was there.

Shaping everything from procedure to policy, Kunert, a 52–year–old Prague native, was one of the leaders who helped usher in change to the Czech Republic’s German– influenced banking system. Club Magazine caught up with Mr. Kunert recently, and here’s what he had to say: Is there anything particular about the finance and banking sector that attracted you at an early age, or was your decision to enter the sector something you did later in life? What got you into banking?

I studied finance and credit at Prague’s economic university, which was not a very attractive line of study in 70s. Having finished my studies, I had to decide what to do. I finally took a very unattractive job in banking.

At that time, banking not only did not pay well, but was quite feminized. I was often asked this question: “why banking?” Today, some of my friends sometimes say that I was very shrewd to pick up on this sector.

I’d describe it almost as sheer accident.

The Czech banking industry has undergone radical change since the days of communism. How do you see the Czech banking industry, let’s say, five years from now?

What will be different?

I would like to avoid giving away our strategy. We, as Czechs, often like to share big news with the world, but my dream is that we are a normal, nice, functioning country with normal, nice, functioning banking. It can happen. We will see concentration in the Czech banking sector and catch up with some products, but the banks will follow their clients and their demands. This demand will mesh with the same one in the rest of Europe. There is nothing extraordinary to expect.

Photo: Rossano Maniscalchi

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interview The Czech Republic is slowly moving from a cash–on–hand country to a credit and loan country. Do you see the country striking a sense of balance between cash and credit, or becoming loan and credit heavy like America, for instance? Why or why not?

Just a few years ago, maybe five or seven, there was no culture of borrowing amongst Czechs. This has changed very radically with offers from different institutions in the market. The availability of goods has become simple and the offers very broad, and the Czech people have learned very fast how to adjust to it. I do not see some extravaganza of borrowing like in America, for example, where people borrow in order to invest in shares, but people here will use credit for a lot of things. They will learn, as time goes on, how to plan for a family and how properly invest for the future. The Czech Republic is still reasonable in regards to savings and there is definitely space for more borrowing. The truth is we have not gone through any cyclical economic development yet that has shown the real situation regarding the income and borrowing habits of the Czech people.

The banking industry in this country has undergone significant reform over the past decade. What are some of the areas where more reform is needed? What areas of reform have already shown great success?

First of all, I have to confess: I am very lucky to live in the years of change. The Czech Republic has undergone very vast change and that change has been a great success. We have been living with the new system for just 15 years. This is very short period of time to rebuild everything, to thoroughly change everything. Banking is something that has taken years to build up in many Western countries. Just to give an analogy, the changes in the Czech banking system are the same as if you jumped from the medieval age into modern, developed life. We see still lots of criticism and that criticism is definitely valid, but I would ask people to look at this with more understanding of reality and the sector’s positive achievements. We still need more reforms in social security, health care, our judicial system and other areas, and we also need more changes in mentality of how to tackle problems.

Once the Czech Republic adopts the Euro, which we’ve now learned may be later than 2010, how do you think the local banking industry will be affected?

I do not think there will be a great impact. The banks will lose part of lucrative business in foreign gains through international payments and forex business, but on the other hand there is enough time to adapt. We shall see more opportunities in the banking business, especially in the areas of service distribution and personal investments, as well as in real estate and other areas.

How can Czech banks continue to compete when they are facing so many foreign banks which are going after wealthy customers? What are some of the distinct advantages local banks have in this competition?

Well, first of all we must stress the banking is very international. Czech banks are part of strong international foreign groups which compete worldwide.

The advantage of every international bank in their individual location is customer service. In other words, being close to the clients, understanding their needs.

Product–wise, all the banks are the same. The key to providing excellent service is being close to the customer.

We seem to be seeing a steady flow of foreign institutions setting up here, but some Czech banks seem nervous about expanding abroad. What do you think

could be behind this reluctance by some local banks to set up a presence in other countries?

The answer is connected with my previous one. Czech banks are part of foreign institutions. Their task is to provide excellent service locally, and for that, it is not a necessity to go to other parts of the world. Unfortunately, severe interruption of our pre–war development did not allow us to build the strongest international banking groups in our country, but Živnostenská banka, before World War II, was one of the strongest institutions in Central and Eastern Europe, Germany and Austria included. Today we are part of one of most successful groups in Europe – UniCredit Group. That’s life, I suppose, but I am proud of this.

Internet banking has also undergone vast changes.

What are some of the areas of Internet banking that you are really watching closely?

Internet banking is must for us, but we also have to invest in the stone network. I strongly believe that in the future, communication with clients will take place more and more through electronic devices, but today we still need to talk to customers face to face. After all, the customers like it. But it is not easy for banks. It costs a lot of money to build up both sides. Therefore, internet banking is a part of our distribution network, which must be both effective and flexible.

The country of Estonia recently jumped up on the list of most advanced countries, banking–wise. Do you attribute Estonia’s success to a rich framework based on the Swedish model of banking? What are some of the reasons Estonia has been able to change its entire banking system in just a few years?

Estonia is the paradox of banking. Basically, they took the same banking approach of countries like Sweden or Finland – large countries with remote inhabited areas – and applied it to a very small country. It illustrates the issue of development reacting to some outside impact.

I remember visiting South Africa in early 90s and I was shocked with the high standard of banking there. It was more technologically developed than in Germany, for one reason. It was a big country which stood alone for many years, so it invested in technological development to make sure banking customers got the best service. The country also invested in technology to eliminate as much manual work in the banking sector as possible. In Estonia, they were able to very quickly implement the North European model of banking, which has proven to be very efficient.

Another thing to consider is that the number of banks in Estonia is small, and you do not see banks from other European countries jumping in to compete. In this type of scenario, despite heavy technological investment, the banks still profit.

You sit on many international banking committees.

Which model of banking should the Czech Republic emulate (the French model, the German model, etc.). if it wants to make a complete transition into the modern banking world, ala Estonia? Explain your choice.

I think the universal model of banking that we see in many larger Western European countries is perfectly applicable in the Czech Republic. Obviously, some banks will try to specialize and fill some niches here as they do in other countries. But the differences across the board are in corporate governance, which usually has its advantages and disadvantages. The German model is different from Anglo–Saxon model and the French model. Even the Italian model does not fit with our local model, which is

influenced by the German one. So it is not easy to satisfy everybody – the shareholders and regulators – without negatively affecting the level of customer service.

How would you describe your management style?

I think I am good team leader, which means I pick the best possible people and I rely on them. I give them a lot of responsibility as well as trust. On the other hand, I am tough if somebody abuses that trust. It’s also very important to motivate and understand the needs of employees. People are all very different, but that’s the fun part of management.

I understand you are a member of many committees, including Junior Achievement International’s Board of Directors. How do you find the time, being the CEO and chairman of Živnostenská Banka, to work on so many different things?

I used to be on many committees, but having left to Slovakia I abandoned many of them. If you want to work in many areas of interest, you must again have excellent colleagues who are reliable, trustworthy and responsible, and also have a dose of humility.

What do you like to do outside of work? I understand you're big fan of tennis?

I like the typical things. Yes, I play tennis, not very well but with great enthusiasm! I also swim and go to movies, the theatre and football matches. When it comes to reading, my favorite writers are Frederick Forsythe, Ken Follett and Chris Ryan.

Tell me about one of your favorite tennis moments, perhaps playing in an exotic locale or meeting someone on the court whom you admired?

I had a great opportunity to play with Jiří Novák, our best tennis player. He is not only an excellent sportsman but a very nice person as well. His attitude to the life and the sport itself is worthy of admiration, and I have always really enjoyed his company.

Any dream courts you’d like to play, but haven’t had the chance yet?

It would be very conceited to say I would like to play on any dream courts, but I would like to visit US Open or Australian Open. I had a hance to visit French Open and Wimbledon and it was really great. My favorite tournament is Key Biscayne in Florida, but Czech Open in Prostějov is also one of the places to remember.

Are you married, do you have a family?

I am married to fantastic Slovak woman Gabriela, have two nice daughters Tereza and Magda from my first marriage, and great stepson named Miki.

What are your plans for 2005, career–wise and personally?

I have a lot of plans, but professionally, I would like to see Živnostenská Banka grow and successfully compete in Czech Republic. I wish the same for UniBanka in the Slovak Republic, which I am also responsible for.

I wish for my family and everyone else good health and a little bit of luck. For me personally, I would like to improve in everything I do and find more time to spend with my family. I also have some secret dreams, which I will keep to myself.

By Jennifer Anne Perez I

českou verzi naleznete na www.clubmagazine.cz

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best of real estate event

Best shopping centre development – AM Development From right: (background) Robert Fletcher, CEO Central Europe Roberts Publishing, Robert McLean, Editor Roberts Publishing, (in front) Mark Oram, Mayfield Management and Ing. Petr Žahour, AM Development

Office Development – Lordship Estates, Project Jungmannova Plaza Residential Development – Skanska, Project Botanica Vidoule Shopping Development – AM Development, Project Centrum Olympia Plzeň Logistic Development – Amesbury, Project Zličín Business Centre Real Estate Agency – Jones Lang Lasalle Personality of the Year – Jean Francois Ott, Orco Property Group

Construction & Investment Journal Awards 2004 at Prague Marriott Hotel

24 From left: Ing. Jan Kovařínský, King Sturge, Rory Mepham, Director King Sturge, JUDr. Radka Konečná, Lawyer Konečná & Šafář and Roman Řehák, Pinnacle

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From left: Jaromír Smetana, Director DTZ, Petr Kalina, Director Komerční banka and Roman Čulík, Director ČSOB

Dr. Robert Neugröschel, Managing Director Rodamco Europe and Natasha Milic, Jones Lang LaSalle

Radim Passer, Chairman of the Board Passerinvest and Nina Fibigerová, Editor Roberts Publishing

From left: Robert Neale, Portland Trust and Jonathan Wilkinson BSc ARICS, Managing Director Discovery

From left: Dick Beijen, Global States Investment and Ervin Krause, Chairman of the Board Credo

From left: Dr. Christoph Mante, Endurance Fund Executive Managing Director Orco Group and Kamil Kosman, Divisional Director Real Estate & Mortgage Finance Česká spořitelna

Robert Fletcher, CEO Central Europe Roberts Publishing and Margund Schuh, Managing Director UBM Bohemia

From left: Sebastian Pawlowski, owner COPA and Milan Hůle, Finance Director COPA

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the Hanno R. Ellenbogen citizenship award

From left: Major Karel Kout, David Hodan, from Pilsen, recipient of 150 000 CZK from Lord George Robertson of Port Ellen, Prof. Marc S. Ellenbogen, President of the Prague Society and Chairman Global Panel Foundation, the Hon. Karel Kühnl, Minister of Defence of the Czech Republic and Lord George Robertson of Port Ellen

The Hanno R. Ellenbogen Citizenship Award 2003 for International Public Service and Understanding was given to Lord Robertson of Port Ellen, Former Secretary General of NATO. The financial part of the award, 150.000 CZK, was given to David Hodan by Lord Robertson, who chose this extraordinary young man full of optimism, compassion and caring for a better understanding between people.

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From left: H.E. Prince Mansour Bin Khalid A. T. Al–Saud, Ambassador of Saudi Arabia, H.E. Jorgen Bojer, Ambassador of Denmark, H.E. Vasilios N. Eikosipéntarchos, Ambassador of Greece, H.E. Federico Salas, Ambassador of Mexico, H.E. Dr. Klaus–Peter Klaiber KCMG, Ambassador of Germany in Canberra and H.E. Drago Mirošič, Ambassador of Slovenia

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From left: H.E. William J. Cabaniss, Ambassador of the USA, Barbara Day, Senior Fellow, former Executive Director the Prague Society and Burkhard Dallosch, Director of the branch, Commerzbank

From left: H.E. Peter Raeder, Ambassador of Norway and Petr Greger, Director Euro - C zech Forum

From left: Ladislav Štěrba, Training and Development Manager DHL, Barry J. Evans, Partner On–Target Enterprise Training

From left: Ivo Šilhavý, Adviser to the Minister of Foreign Affaires, the Hon. Karel Kühnl, Minister of Defence of the Czech Republic, with wife Daniela

From left: Benke Aikell, your Publisher, Prof. Marc S. Ellenbogen, President of the Prague Society and Chairman Global Panel Foundation, Lord George Robertson of Port Ellen and Dagmar Havlová, Lucerna–Barrandov

From left: Peter P. Formanek, President of the Canadian Chamber of Commerce in the Czech Republic and H.E. Ladislav Ballek, Ambassador of Slovakia

From left: Dr. Christopher Plein, Chief Financial Officer and Member of the Board Allianz, Markus H. Hermann, Chairman of the Board of Directors BAWAG

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From left: Yossef Bodanský, the Hon. Karel Kühnl, Minister of Defence of the Czech Republic, Ing. Rostislav Chotil, Ministry of Defence and H.E. William J. Cabaniss, Ambassador of the USA From left: Atif Bajwa, CEO and Chairman of the board Citigroup, Benke Aikell, your Publisher Peter M. de Voil, Headmaster The English College in Prague, with wife Anne

From left: Petr Nevický, former Chairman of the Board NESS, H.E. William J. Cabaniss, Ambassador of the USA and Pavel Bratinka, former Cabinet Minister & Deputy Foreign Minister

From left: Lord George Robertson of Port Ellen and H.E. Drago Mirošič, Ambassador of Slovenia

From left: Dr. Klaus–Peter Klaiber KCMG, Ambassador of Germany in Canberra and Lord George Robertson of Port Ellen

All together

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company profile

HOTEL MARKET IN PRAGUE CB Richard Ellis Hotels focuses exclusively on the hospitality industry providing consultancy services for the sale, valuation, financing, development and asset management of hotels. CBRE Hotels’ European operations are head– quartered in London with offices in Ireland, France, Spain, Scandinavia, Italy and Czech Republic. The group also comprises dedicated hotel teams across the USA and Australasia.

An enormous amount of change in the hotel industry over the last 3 years has led to the development of our unique portfolio of service lines. We have been involved in several of the largest transactions in Europe, specialising in unique investment opportunities and sale and leasebacks that have typified changing times.

PRAGUE TOURISM – OVERVIEW Prague is well known for its cultural and historic heritage, with the majority of the City Centre listed as a UNESCO world heritage site. Prague also benefits from being a destination city that is more accessible than other central European capitals; as a result, Prague is in a strong position to continue to attract both corporate and leisure travellers.

The global geo–political situation, the events of 11 September 2001 and the floods in summer 2002 badly affected tourism and the hotel industry in Prague.

This decreasing trend was notable until the first half of 2003 when the recovery began; in fact Prague showed a greater degree of resilience to this slowdown in comparison to its central European counterparts.

For the year to September 2004 Prague received 2.58 million visitors (7.35 million room nights) in comparison with 1.99 million visitors (5.67 million room nights) for the same period in 2003. The majority of visitors for the year to September 2004 were from the United Kingdom (15.8%), Germany (14.5%), Italy (9.3%) and the United States (7.1%). According to the Czech Statistical Office, foreign travellers preferred overnight stays in 3/4–star hotels (26.5%, and 15.2% respectively), followed by small privately run hotels with 14.3% of overall overnight stays.

Czech Tourism’s aim is that by 2010 Prague will have become the third most popular destination city in Europe behind London and Paris, ahead of other major European cities such as: Vienna; Amsterdam; Copenhagen; Barcelona; Berlin and Budapest.

In total Prague Ruzyne International Airport handled ca. 7.5 million passengers in 2003 (an increase of 18% on 2002), and 9.7 million passengers in 2004.

The numbers of flights to Prague and passenger capacity

are expected to increase sign–ficantly in the coming years.

A new terminal building is expected to be completed by December 2005 and should further strengthen Prague’s aim to become a more important transport hub in a regional and European context. With the new runway and terminal, CAA expects to increase the passenger arrival figures up to 19 million by 2013.

TOURISM STATISTICS – JANUARY – SEPTEMBER 2004 (JANUARY – SEPTEMBER 2003) Total Number of Visitors to Czech Republic 4,846,424 (3,955,405) +22.5% Total Number of Visitors to Prague 2,577,414 (1,989,451) +29.6% Annual visitors by air (via Prague Ruzyne International Airport) 2002 – 6,314,653 2003 – 7,463,120 2004 – 9,696,413 2013 – 19,000,000 (CAA estimate) Average length of stay Czech Republic 3.2 nights Average length of stay Prague 2.9 nights PRAGUE HOTEL ROOM INVENTORY AS AT 31 DECEMBER 2003 Total: 469 hotels 22,826 rooms Five Star: 16 hotels 3,389 rooms Four Star: 69 hotels 7,039 rooms Other collective accommodation establishments: 384 hotels 12,398 rooms HOTEL PERFORMANCE Prague experienced an increase in Revenue Per Average Room (RevPAR) of 21% in the year to October 2004 in comparison to 2003. This significant increase in RevPAR stemmed from an increase in occupancy to 77.8% (year to October 2004), considerably higher than historic levels, coupled with increasing Average Room Rates (ARR). For the year to October 2004 the average room rate increased to EUR 103 per room in comparison with EUR 96 per room in 2003.

NEW SUPPLY The performance of hotels in Prague has not been hurt by a number of recent hotel openings; interesting when you consider the decreasing RevPAR in Warsaw and Budapest caused by the oversupply of larger newly constructed hotels. Prague has shown a higher degree of resilience, due largely to demand continuing to outstrip supply.

Hotels that opened during the course of 2004 included: G The 109–room, four–star Hotel Maria opened in April 2004. The hotel, which is part of the Falkensteiner hotel group and is located on Opletalova Street;

G

G

The 226–room, three–star Ibis Smíchov Hotel opened in April 2004. The hotel is located on Radlická in Prague 5.

The 130–room, four–star K+K Central Hotel on Hybernská Street opened in early summer 2004.

Compared to Budapest and Warsaw, Prague does not currently have an oversupply of hotels; in fact, developers are responding to growing demand with several new hotels currently being constructed. Future supply includes a 160–room Courtyard by Marriott as part of the Luxembourg Plaza development (mid–2006) near Flora metro station. A 300 room mid market hotel is proposed as part of Europolis’s River City Development, with likely completion in 2007/2008. There are also plans for two premium 5* hotels in central Prague and a 230–room terminal linked hotel as part of the current extension to Prague airport.

HOTEL INVESTMENT Investor interest in the hotels sector in Prague continues to grow with a number of key transactions in recent times, most notably the EUR 145 million sale of the Hilton and IBIS Karlin, which were acquired in 2004 by Irish investors the Quinn Group. CB Richard Ellis Hotels in Prague and London advised the Quinn Group in their acquisition.

OUTLOOK FOR 2005 The outlook for 2005 is again promising but it is unlikely that the same level of 2004 RevPAR growth will take place in 2005. Simply, the level of existing annual occupancy will be difficult to improve upon because of the high demand that existed in 2004 coupled with the seasonality that exists in the Prague market. We estimate there may be a slight improvement in occupancy but any significant growth will manifest itself in ARR improvements.

The resultant RevPAR will improve accordingly, good news for hotel operators and good news for hotel investors.

Stewart Coggans is Head of Central European Hotels for CB Richard Ellis and is based Prague stewart.coggans@cbrehotels.com I

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graduating tomorrow leaders...

Peter R. Loewenguth, CMC President, addressing the audience

MEMBERS OF THE GRADUATING CLASS Naira V. Adamian, Ph.D. (Russia), Gastroenterology and OTC BU Manager, Janssen Pharmaceutical N.V. Magda Bendlmayerová (Czech Republic), Revenue Analysis / Accounting Manager, Oskar Mobil, a.s.

Augustin Bernát (Czech Republic), Country Manager, Bristol–Myers Squibb, spol. s.r.o.

Petr Brejla (Czech Republic), Deputy CEO, Cenega International, a.s.

Suzana T. Držanič (Croatia), HR Director, Opavia–Lu, Danone Karel Filip, M.D., Ph.D. (Czech Republic), Medical Doctor, Institute for Clinical & Experimental Medicine (IKEM) Francis Flaherty (USA), Treasurer, PricewaterhouseCoopers ČR, s.r.o.

Jacques J. Heintz (France), Regional Logistics Manager Central & Eastern Europe, Kimberly–Clark, s.r.o.

Tomaž Indihar, M.D. (Slovenia), Marketing & Sales Director, Krka Polska Sp.z.o.o.

Petr Kouba (Czech Republic), Financial Controller, Cebalsol, s.r.o.

Yves Leyss (Switzerland), Senior Finance Manager, Litasco Pavel Mík (Czech Republic), Project Manager, ABB, s.r.o.

Jiří Musialek (Czech Republic), Business Unit Manager, LifeScan, Johnson & Johnson, s.r.o.

Vratislav Paulík (Czech Republic), Senior Manager, Unisys, s.r.o.

Scott Rogers (USA) Charles L. Vaughn (USA), E–commerce Director Europe, Fossil Group Europe Václav Štěpán (Czech Republic), Vice–President Strategy, T–Mobile Czech Republic Oldřich Šubrt, M.D., Ph.D. (Czech Republic), CEO, Na Homolce Hospital

First Class Thunderbird/CMC Executive MBA Program Graduates

From left: Ing. Jakub Hladík, PH.D., Secretary to Václav Havel, Robert Komanec, Design Manager Flextronics, Jan Muška, Director Executive MBA in International Management, CMC, Vladimír Bareš, Director of Sales Support Division Živnostenská Banka and Pavel Kolář, Technical Director Eurotel

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Zdeněk Tůma, Governor of Czech National Bank, in his speech From left: Peter R. Loewenguth, President CMC and Dr. Erik Slingerland, Chairman of CMC Board and Managing Partner Egon Zehnder Int.

From left: Pavel Bobošík, Adviser to Jana Bobošíková, Ing. Jakub Hladík, PH.D., Secretary to Václav Havel and Jana Bobošíková, Member of the European Parliament

In the front – Julie Cook, Senior Director Executive Education, Thunderbird Europe, Dr. Ángel Cabrera, Thunderbird President

Karel Filip, M.D., Ph.D. (Czech Republic Graduate), with his grandson

David Thornewill von Essen, Vice President and Director of European IS Program Management, DHL Express

From left: Karel Filip, M.D., Ph.D. (Czech Republic Graduate), Scott Rogers (USA Graduate), Vratislav Paulík (Czech Republic Graduate), Magda Bendlmayerová (Czech Republic Graduate) and Naira V. Adamian, Ph.D. (Russia Graduate)

From left: Petr Brejla (Czech Republic Graduate), with his family and Yves Leyss (Switzerland Graduate)

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focus on energy event From left: Vratislav Ludvík, Chairman Advisory Board Pražská plynárenská, Blahoslav Němeček, Vice–Chairman Energy Regulatory Office and Jan Zaplatílek, Director Gas and Liquid Fuel Section Ministry of Trade

TOPICS: G

What changes will Czech accession into the European Union and new legislation bring to the Czech gas industry?

G What

can the industrial sector expect from opening the market?

G

What advantages will the coming changes bring to the industrial sector?

GAS BUSINESS BREAKFAST AT CORINTHIA TOWERS HOTEL

From left: Josef Kastl, Chairman Czech Gas Union and Vratislav Ludvík, Chairman Advisory Board Pražská plynárenská

From left: Blahoslav Němeček, Vice–Chairman Energy Regulatory Office and Martin Chalupský, Spokesman Transgas

Overall view

Martin Herrmann, Chairman of the Board Transgas

From left: Marta Ptáčková, Director Czech Gas Union and Dan Ťok, Chairman of the Board Jihomoravská plynárenská

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interview A Talk with Prof. Ing. Ivan Wilhelm, CSc., Rector of Charles University

SHAPING OF THE FUTURE

Foto: Ondřej Besperát

Ivan Wilhelm, rector of Charles University, has big shoes to fill. His most famous predecessor was Jan Hus, the Czech patron saint responsible for massive reforms in the Catholic Church. But at 62 years old, Slovakian–born Wilhelm isn’t worried. As a person who has functioned as both a student and leader at the university, Wilhelm brings his own skills to the table, including a long past as a nuclear physicist. Although Wilhelm’s duties mainly include leading the academic direction of the university, he still participates in some of the most prestigious physics projects in Europe.

Club Magazine spoke with him about academics, leading faculty and students at one of Europe’s top universities, and finding time to pursue his physics projects.

How was the learning environment different today than before, when you studied?

Oh, completely. It was middle ages. 50 years ago, it really was middle ages. Now it is completely different.

I'd imagine nuclear physics is different.

Oh, yes. Yes I remember that we did not have the lecture books at this time, now it’s no problem because there are a lot of books of really high quality. Books are not a problem now. But things are different in many other aspects.

I remember that we spent some three weeks abroad being students in our second or third courses, in Poland. It was a big attraction for us, as students, to have an opportunity to be abroad and to travel somehow. And if you compare it to now, it really is difficult task to catch students inside of Prague because many are moving to United States, the United Kingdom, Australia and Japan to study.

How do you keep students here when there are so many opportunities now?

Our strategy is to have real international contacts

everywhere its possible to have them. Maybe in Alaska we may not have any, but everywhere else we have partners where it is possible to have them. More than half a year ago, I visited New Zealand where we have contacts with some universities and we have students there that are spending two years there who are not able to come back to Prague. They remain in New Zealand and try to complete their studies.

Do you still keep up with nuclear physics and developments on the field?

In physics it is a little more complicated because physics now is more or less divided into 10 different practical areas, because people from surface physics are oriented diffe– rently from the people in particle physics. Nonetheless, speaking of nuclear physics, we are mostly rooted to some 4 or 5 partners that are concentrated in Geneva, Switzerland, the location of the leading nuclear and particle physics institute. Mainly, we are working on some of the research projects from this institute, where we have participated with other universities in Spain, the United States, Great Britain, everywhere. We participated in one of the largest projects developed by CERN (the world’s largest particle physics laboratory): the new Large Hadron Collider. Some 5,000 people participated in the project.

Has EU entry changed the way Charles University approaches its education, now that there is freedom of movement, not just among travelers but of students?

Oh yes, it is sometimes difficult for students to spend one or two semesters, or one year at a foreign university, because usually the standard for this must be prepared in the very beginning, before the realization of the trip. The duties that must be fulfilled at the foreign university must be clear. When the students come back, I need to have some report on the stay

to describe the handicaps or the habits of this university, on what the relations are like of the students and teachers at this university, and so on and so on. And I think this is a way to change the environment inside this university. You know that the relations between students and teachers in American universities are completely different than here, and I think the student must be the carrier of new ideas. I think once they have the experience in four year university, they sometimes come back to criticize or to propose changes and try to change the situation inside the university. I think this is the way to change it in real life. But nevertheless, at our school, today you'll find new topics, new study programs, and everything is possible. But I think mostly what we try to use is the experience of the student in the relationship between students and teachers.

Describe from me what a typical day is like as Rector of Charles University.

I think that in the last five years the situation developed in this country in such a way that the position of the rector of a university is a full time job. That means I am in the position full time. Well, usually is somebody from the academic environment is nominated to the position which means that person is someone from the academy who is working in a certain field and in the laboratory, as well as lecturing students. As a rector of a university, you try to communicate with your students – because you have your own students.

You have your own grants and projects in your specialization and you try to continue this work. Up until now, I tried to continue the lectures with my students, but this is not scientific work. The position is now definitely a full time job.

Of all the disciplines, what are some of the more popular disciplines for students?

I think it Psychology, I don't know why. For the last ten years, if you compare the number of admissions to the number of capacity that we have, we cannot accept all that wish to go to the university. Psychology has the largest ratio. We have around 2,000 applicants for Psychology and the capacity is 150 students. But 10 years ago, the capacity in this field was around 20 students each year. It has gone from 20 to 150, but having 2,000 applicants and making the choices (of who goes) is 10 times harder.

Is your job mostly administrative work, or you do you find yourself to still be an educator?

Not an educator, not an educator in any way. The job is maybe 50 percent is working as an administrator, maybe 40 percent is work to try and influence, somehow, the main activities of the university including research and education. To influence is the position of the rector.

For example, the education or research in Theology is completely different compared to nuclear physics. It’s very, very different. It is a very interesting job to find how to influence the humanities, for example, by the approaches in sciences. You know, we have to have some figure at the university. We have around 50,000 students, more than 3,500 faculty staff, and more than 400 disciplines. With more than 400 disciplines it is natural to interact with people of different languages, but how to influence sociology through biology or other scientists is not so clear, not so natural. That is part of the rector’s work.

By Jennifer Anne Perez I

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Welcoming all guests, Ing. Eva Anderová, General Manager Prague Post

media event Over 500 invited guests enjoyed delicious food, great wine and wonderful music by guitar player Brad Huff.

Entertainment by Brad Huff

CHRISTMAS PARTY IN THE MLÝNEC RESTAURANT

34 Michaela Anderová, Jan Bicaj, Accenture, Jaroslav Sicha, The Prague Post and Jaroslav Souček, The Prague Post

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From left: Jarmila Migelová, General Manager Pachtův Palác, Michaela Sieberová, Hotel Sieber and Halka Svobodová, Pachtův Palác

Helena Boda and Osmany Laffita, Designer

From left: Benke Aikell, your Publisher and Petr Greger, Director Euro–Czech Forum

H.E. Arthur Avnon, Ambassador of Israel, with wife From left: Helena Kroftová Leisztner, Artist and Designer and Eliška Hašková Coolidge, Coolidge Consulting Service

Jitka Basso, Manager ČSA and Enrico Basso, Business Development Director

Dinah Spritzer, Staffwriter The Prague Post and Tomáš Sedláček, Ministry of Finance

From left: Otto Jelínek, Chairman Deloitte Central Europe, Zdeňka Indruchová, Director Marketing and Communication Deloitte and Peter Formanek, President of the Canadian Chamber of Commerce

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anniversary event

From left: Leon Larkin, General Manager Hotel Intercontinental, Václav Klaus, President of the Czech Republic, Pavel Hlinka, former General Manager now Chief Liaison Officer Hotel Intercontinental CR, Slovakia, Romania, Bulgaria

30 years

A full house of invited guests, including Václav Klaus, President of the Czech Republic, celebrated the 30th anniversary of the opening of Hotel Intercontinental Praha in the Congress Hall. It was an evening of excellent entertainment and great gastronomy.

36

Hotel Intercontinental Praha

From left: Leon Larkin, General Manager Hotel Intercontinental Praha, Pavel Hlinka, former General Manager now Chief Liaison Officer Hotel Intercontinental CR, Slovakia, Romania, Bulgaria, welcoming H.E. Carlos Klammer, Ambassador of Chile, with wife

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Elena Suchánková with Jacose Jazz Band

Dr. Karel Muzikář, Managing Partner, Weil, Gotshal & Manges and Lucie Čadilová, Mayor’s Office Department Director, Prague City Hall Jan Brázda, General Manager Central and Eastern Europe American Express, with wife Dana Brázdová, Head of the International Office VŠE

Iva Němcová–Havlová, General Manager Hotel Paříž and Pavel Němec, Minister of Justice of the Czech Republic

Femme Fatale From right: H.E. Khaled Mutlaq Zayed Al–Duwaliah, Ambassador of Kuwait and Assem Al–Sabban, First Secretary, Embassy of Saudi Arabia

In the middle Michael Hahn, Counselor for Press and Cultural Affairs, with wife Maraci and Richard Steffens, Commercial Counsellor, U.S. Commercial Service

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gourmet event

From left: Christian Grage, President of Chaine des Rotisseurs CR and General Manager Corinthia Towers Hotel, Louise Beer, H.E. Eve–Külli Kala, Ambassador of the Republic of Estonia and Joseph Drebitko, Owner D&COMM

GALA DINNER AT INTERCONTINENTAL HOTEL, ZLATÁ PRAHA RESTAURANT

Chaine des Rotisseurs

38

From left: Marcus Platzer with wife Cristina, Leon Larkin, General Manager Hotel Intercontinental Praha, Mrs. Teena Grage and Christian Grage, President of Chaine des Rotisseurs CR and General Manager Corinthia Towers Hotel

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From left: Mrs. Iva Drebitko, Architect, Mrs. Cristina Platzer and Ms. Helene Drebitko

From left: Adolf Stafl, Professor and guest from the USA, John Burnage from UK and Mrs. Linda Smedley, UK

Markéta and Martin Hoffmeister, Owner of Hotel Hoffmeister

From left: the evenings host Leon Larkin, General Manager Hotel Intercontinental Praha and René Beauchamp, General Manager Four Seasons Hotel

From left: Frank Watanabe, Managing Director Lilly, Oliver Kloes, Carpe Vinum and Jaelee Watanabe

View of the restaurant and guests

From left: Markus Platzer, Resident Manager Hotel Intercontinental Praha, Lucie Paierová and Jan Kaiser, Resident Manager Hotel Mövenpick

Catherine and Philippe Riboton, Publisher Prague Tribune

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political event

From left: Roman Polášek, Deputy Minister of Justice, Milan Ekert, Chairman of the Permanent Delegation to the Inter–Parliament Union, Kristina Larischová, Friedrich Ebert Stiftung and Petr Greger, Director Euro–Czech Forum

A seminar entitled, “The Czech Judge in a Modern Economic Context: Reform of Bankruptcy and Commercial Registry,” was held under the auspices of Mr. Milan Ekert, Chairman of the Permanent Delegation to the Inter–Parliamentary Union

RECEPTION BY

Euro–Czech Forum From left: Eugen Muller, General Manager Kitja with Martin Moravec, Chief Analyst Euro–Czech Forum

From left: Dirk Kroonen, Country Managing Partner Ernst & Young, Dieter Mankowski, Czech–German Chamber of Commerce and Industry, Pavel Šenych, Country Chairman Shell

From left: Birget Husted, Member of the Board Swedish Chamber of Commerce in the Czech Republic and Jan Grozdanovič, Solicitor & Partners Seddons London and Prague

From left: Tomáš Richter, Lecturer at Charles University, Petr Hájek, Head of Department of Business Environment and Legislation, Office of the Government of the Czech Republic, Vít Krejčířík, Director Project Translation ČSOB and Jan Lucan, Head of Legal ČSOB

From left: Pavel Janout, Judge and Jaroslav Hrnčíř, Lawyer

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President of Poland Aleksander Kwasniewski addressing the audience

head of state event

H.E. Dr. Michael Libal, Ambassador of Germany, listening carefully to the speech L from the Polish President

Visit of Aleksander Kwasniewski President of Poland

Chamber of the Senate

From left: H.E. Drago Mirošič, Ambassador of Slovenia and H.E. Dr. Viktor Brož, Ambassador of Croatia

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H.E. Hansrudolf Hoffmann, Ambassador of Switzerland in his speech

diplomatic event Hundreds of colleagues and friends were gathered in beautiful Wallenstein Palace to say good–bye to a very popular ambassador and to wish him and his family the best of luck in the future and with new challenges.

Farewell Reception for H.E.

Hansrudolf Hoffmann Ambassador of Switzerland, with Family

42

From left: H.E. Zouheir Kazzaz, Ambassador of Lebanon, H.E. Khaled Mutlaq Zayed Al–Duwaliah, Ambassador of Kuwait, H.E. Prince Mansour Bin Khalid A.F. Al–Saud, Ambassador of Saudi Arabia, H.E. Mohamed Moustafa Kamal, Ambassador of Egypt, H.E. Moncef Larbi, Ambassador of Tunisia, H.E. Moulay Mohammed Guendil, Ambassador of Algeria

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Benke Aikell, your Publisher and Jan Ruml, Senator

H.E. Klas Daublebsky, Ambassador of Austria, Ivan Wilhelm, Dean of the Charles University of Prague From left: Jan Ruml, Senator, Martin Povejsil, General Director of European Foreign Ministry of Affairs and Jaroslav Šedivý, former Czech Ambassador to Switzerland

Inger M. Raeder and H.E. Peter Raeder, Ambassador of Norway

L

From right: H.E. Carlos Klammer, Ambassador of Chile with wife Isabel (left), in the middle Patricia Hoffmann, wife of Swiss Ambassador

Folklore from Switzerland

Ruud Jona, CEO Philips Czech Republic & Central Europe with the latest issue of Prague Club Magazine

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The fantastic Estonian TV children’s choir and H.E. Eve–Külli Kala, Ambassador of the Republic of Estonia

diplomatic event H.E. Eve–Külli Kala, Ambassador of the Republic of Estonia, together with the Estonian TV Children’s Choir, were happy to see so many guests and friends in the chapel of Sacré Coeur on this occasion. The spectacular performance of the children’s choir received standing ovations.

CELEBRATION OF 86TH ANNIVERSARY OF THE

Republic of Estonia AND ST. CATHERINE’S DAY

44 From left: Prof. Ing. Ivan Wilhelm, CSc. Dean of Charles University, H.E. Eve–Külli Kala, Ambassador of the Republic of Estonia, Ludmila Wilhelmová, Jana Tomsová, Film Producer and Jarka Hrbáčková, Account Manager Naxos

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From left: Gunnel Fälth, wife of the Swedish Ambassador, H.E. Hae–Jin Chun, Ambassador of Korea, with wife Woon Chun

Liselott Andersson, Deputy Head of Mission Embassy of Sweden, Benke Aikell, your Publisher and Bessel Kok

Barbara Day, Senior Fellow of the Prague Society and H.E. Alexander Illic, Ambassador of Serbia

From left: Štěpánka Týcová, Advocate, Viktor Dvořák, Director Dvořák Rent a car and H.E. Eve–Külli Kala Ambassador of the Republic of Estonia

Iva and Joseph Drebitko

From left: H.E. Dr. Viktor Brož, Ambassador of Croatia, H.E. Koichi Takahashi, Ambassador of Japan and H.E. Bruce Jutzi, Ambassador of Canada

From left: Igor Snobl, former Protocol Office of the Government, H.E. Carlos Klammer, Ambassador of Chile, Isabel Klammer and Alena Snoblová

H.E. Noel Noa Lehoko, Ambassador of South Africa, Jaap Aardse, Managing Director Aardsco and Edward Outrata, Senator

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The host and the hostess – H.E. Gheorghe Tinca and his wife Ileana Rodica

National Day of Romania

diplomatic event

46

H.E. Gheorghe Tinca, Ambassador of Romania, with his wife Ileana Rodica, were delighted to welcome so many guests who thoroughly enjoyed the host and hostess’ warmth, great hospitality, and excellent food and wine.

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From left: H.E. Dr. Michael Libal, Ambassador of Germany, Prof. Marc S. Ellenbogen, President of The Prague Society, H.E. Jorgen Bojer, Ambassador of Denmark and Burkhard Dallosch, Director Commerzbank From left: H.E. István Szabó, Ambassador of Hungary, H.E. Ida van Veldhuizen–Rothenbücher, Ambassador of the Netherlands, H.E. Iveta Schulca, Ambassador of Latvia

From Left: H.E. Peter Raeder, Ambassador of Norway, H.E. Federico Salas, Ambassador of Mexico and Most Reverend, Diego Causero, Apostolic Nuncio

From left: H.E. Drago Mirošič, Ambassador of Slovenia, Beatrice Daublebsky, wife of Austrian Ambassador and H.E. Carlos Klammer, Ambassador of Chile

From left: Jan Vrátník, Director CDI Corporate Advisory, a.s., Eva Anderová, General Manager The Prague Post, H.E. Ladislav Ballek, Ambassador of Slovakia

L

From left: H.E. Moulay Mohammed Guendil, Ambasssador of Algeria and H.E. Vasilios N. Eikosipéntarchos, Ambassador of Greece

From left: Catherine Cabaniss, H.E. Gheorghe Tinca, Ambassador of Romania and H.E. William Cabaniss, Ambassador of the USA

From left: Jiří Dienstbier, Chairman of the Czech Council on Foreign Relations, is welcomed by H.E. Gheorghe Tinca and his wife Ileana Rodica

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gala evening event

From right: Ing. Josef Hojdar, Member of the Parliament, with wife, Jaroslav Míl, President Confederation of Industry of the CR, with wife and Arnošt Thon, RVE

RUSSIAN BALL at Palace Národní dům

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Oleg Yukhtenko, OMZ Group, with wife Ludmila

From left: H. E. Ivan Kuleba, Ambassador of Ukraine, Vladimír Müller, Deputy Minister of Foreign Affairs and H. E. Alexey L. Fedotov, Ambassador of Russian Federation Radek Benčík, Chairman of the Board and General Director Škoda JS, with wife

From left: Ing. Vladimír Plašil, Chairman of the Board Alta and Bohumil Dohnal, Chairman FertiStav CZ, with wife

Beslan Atskanov, Country Finance Director OMZ, with wife Lilia Temirkanova Irina Filatová and Sergey Filatov, Director Golden Telecom

A. Agapov, Adviser, Embassy of Russian Federation, with wife and H.E. Alexey L. Fedotov, Ambassador of Russian Federation

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networking

BRIDGING THE COMMUNICATION Karin Genton–L’Epée

M

any Europeans and North Americans come to the Czech Republic not expecting any challenges in adjusting to life in this country.

The foreigners who come to live and work here rely on past experiences, both personal and professional, to help them adapt to the Czech culture and way of life.

However, because of the transition that this country still finds itself in, many newcomers to the Czech Republic are unprepared for the challenges that Czech values and culture can present.

Naturally, the first stumbling block is the language.

For most foreigners, the peculiarity of Czech pro– nunciation, not to mention the mysteries of Czech grammar, seem initially insurmountable. However, despite its inherent difficulty, the language is far from the only barrier to understanding and being understood by Czechs.

Being a skillful communicator even in your own language, goes far beyond mastery of grammar and syntax. To bridge the communication gap between yourself and your Czech colleague, you must attain both a rational and emotional understanding of where he or she is coming from. To understand Czechs, you first have to put their behavior and attitudes into in the context of their cultural and value system.

Having a background in management and being a specialist in cross–cultural communication, I learned the importance of effective communication long ago.

However, it was the process of learning the Czech language and communicating with Czechs that heightened my sensitivity to the subtleties of culture and the role values play in interpersonal communication.

One of my first professional experiences dealing with Czechs occurred when I took a management position as head of a team of over 100 Czechs. The difficulties I had with the language were magnified by the differences in perception between how my team members viewed themselves and how I viewed them. After a frustrating period of blaming one another for misunderstandings and miscommunications, I decided it was time to find out what

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was important for them and asked them about their values.

To my surprise, the top four values my Czech team reported were: friendship, family, reliability and honesty.

While I wasn't surprised to find friendship and family taking the top spots, I had a hard time believing that reliability and honesty were really such high priorities.

From my point of view, a reliable employee is someone who comes to work on time, leaves on time and does what he is expected to do while at work. However, it didn't take me long to learn that in the Czech Republic, the rhythm of the seasons has a very profound effect on their professional lives.

For example, during my first year in the Czech Republic, I learned that at Christmas time, productivity at Czech factories drops off considerably, as female employees take time off work to make preparations for the holiday season. With cookies to bake, presents to buy and the home to prepare, the Czech Christmas tradition requires more time and attention than in other European countries. Moreover, because Czech women are expected to be both homemakers and breadwinners, there are times when these two roles conflict.

Both the Christmas season and the summer holidays also see an increase in sick days taken in the Czech Republic. If a recent EU report is true, Czechs work the most hours in Europe, while at the same time, they take the most sick days, often times using this time off to attend to personal issues.

When the spring comes, it is time to reopen the chata or cottage and make preparations for the summer, when it is not unusual for Czech employees to resign from their current position to take the summer off. Then when the autumn season comes, Czechs take part in the annual tradition of mushroom picking, which can also sometimes lead to some unexpected time off.

All this is to illustrate that while a Czech emphasizes reliability as an important part of his value system, this is usually within the context of his or her personal life and may not necessarily hold true in a professional context.

In fact, the professionalism Western Europeans and North Americans take for granted hasn’t fully been integrated into the Czech work ethic and the gap between personal and professional standards is still wide. Equating professional reliability with professional success is not a way of thinking that all Czechs have adopted.

When it comes to the value of honesty, some foreigners may find it difficult to bridge their own expectations and the reality. Czechs are not by nature confrontational and won’t generally engage in a heated debate while at work. However, their reserve can catch foreigners off guard because, if given a chance to express their opinion in a face–to–face situation, Czechs almost always give a straightforward and honest answer rather than answer politely, but insincerely.

That is because sincerity is very important aspect

for Czechs in determining a person’s honesty. Having moved to Prague from the United States, I realized that if Americans generally smile more than the average European, Czechs, on the contrary, smiled far less. When I mentioned this observation to my Czech teacher, her frank answer startled me: “Why should they smile if they don’t feel like it?”

Smiling is both a sign of happiness and/or appre– ciation and a tool some of us use to connect with total strangers. Sartre believed people should be judged only by their actions and not by their deepest thoughts, as they are not responsible for how they feel, yet are responsible for how they behave. Do you label someone a hypocrite because he smiles at someone he does not like? Which is more important to you, a polite smile even if the smile isn’t genuine or indifference?

For Anglo–Saxons, how one actually feels is irrelevant, since social interaction and behavior is almost always governed by expected norms. Therefore, if you don’t smile, you are considered rude or antisocial. This is a contrast to Czech culture, where sincerity is what counts; smiling without having a good reason is considered hypocritical. Czechs, therefore, are more inclined to judge someone according to his thoughts rather than his actions.

As you can see, understanding a nation’s cultural values and their influence is vital to effective communication across cultures. The ability to recognize the particularities of a culture’s values and adjust one’s communication style to them not only makes mutual understanding between cultures much easier to achieve, but facilitates learning on both sides. Working with Czechs doesn’t have to be the daunting challenge that newcomers to this country think it might be.

By making the effort to understand local values and their place in Czech society, you’ll be able to get the most out of a more efficient and more pleasant professional I relationship with your Czech colleagues.

Karin Genton – L’Epée is a business coach trained and certified in Neuro Associative Conditioning (NAC) techniques in the US. Focusing on cross–cultural communication and performance management, she coaches individuals and conducts training programs on cross–cultural understanding, effective communi– cation and leadership. Her skills and experience have made her a popular speaker at business conferences, including lecturing assignments at the Prague Masaryk Institute of Advanced Studies on Cross–Cultural Management and Leadership. She also writes for Prague business papers and magazines. Karin works in her native French and English and can be reached at karin@coaching.cz

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Royal Diplomatic Club Jsme na počátku dalšího roku, máme svá předsevzetí a nové plány. Ještě jsme si ani nestačili vydechnout a udělat bilanci roku starého, a nový už nám pomalu ale jistě udává nový krok.

Jenže čas sám ve své podstatě plyne s jeho pravidelným rytmem a neohlíží se na lidská dělítka, začátky a konce. Prostě plyne.

A jediné, co jsme schopni postřehnout v tom nekonečném časovém toku je moment přítomný, neboť minulost už je nenávratně pryč a budoucnost zatím neznáme a v tuto chvíli jednoduše není. A k tomu, abychom ji měli takovou, jakou chceme, musíme čerpat ze zkušeností z minulosti a v přítomnosti jednat a činit v souladu se svým nejlepším vědomím a svědomím.

V prosinci světem otřásla tragická zpráva o ničivém dopadu vln tsunami. Ten moment samotný je za námi. Ale následky a souvislosti nám docházejí teprve s odstupem času a je na nás, abychom se jimi zabývali a zamysleli se nad celou událostí v širších souvislostech.

Abychom otevřeli oči a neviděli jen katastrofu samotnou. Abychom pochopili nejenom následky, ale v první řadě i příčiny. Žijeme ve světě komfortu, pohodlí a prosperujících ekonomik na straně jedné, a ve světě válek, teroru, chudoby a násilí na straně druhé. Mnozí z nás žijí podle kréda, že člověk je pánem světa. A možná nám uniká, že se nám ta kontrola vymkla nejen mezi námi samými, ale také ve vztahu tvorstva a místa, na kterém žijeme. Možná už neválčíme jen sami mezi sebou, ale válčí s námi také mnohem silnější nepřítel, který se však v roli nepřítele ocitl jen tím, že byl zahnán do kouta a brání se. A tím zdánlivým nepřítelem je naše planeta. Ona ale neválčí. Skutečně se jen brání. A dává nám čím dál více najevo, že člověk není pánem světa, ale pouhou jeho součástí. To, že v prosinci tragicky zemřeli stovky tisíc lidí, je možná jen pouhé varování k tomu, abychom se zamysleli nad způsobem fungování lidstva jako celku, abychom se pozastavili a hledali rovnováhu mezi tím, kdo jsme a kde a jak žijeme. Protože sebelepší ideál, sebeušlechtilejší myšlenka nebude k ničemu, pakliže nenalezne svůj prostor k realizaci. A pakliže budeme opomínat výstražné signály přírody, může se nám stát, že ten prostor ztratíme zcela a nadobro. A pak tu zůstane jen ten čas, který tak neúprosně plyne. Nebudeme tu ale my, abychom si ten čas nejen užívali, ale abychom s ním i smysluplně nakládali. Nebude tu nikdo, kdo mu přidělí imaginární dělítka, konce a začátky. Prostě tu bude dál, jen bez nás.

A proto si myslím, že je třeba konat teď, s rozvahou a rázně, abychom se jako lidstvo jednoho dne neocitli mimo čas a prostor. Myslím si, že je třeba vyjít z jednoduché moudrosti rovnováhy, a tu aplikovat nejen sami u sebe, ale také kolem nás.

Jan Fulín Prezident Royal Diplomatic Clubu President of the Royal Diplomatic Club

We find ourselves at the beginning of another year; we have our resolutions and new plans. We have not yet even been able to relax and look back over the old year and the new year has already firmly started to set a new pace for us. But the time itself in its essence flows in its regular rhythm and does not pay heed to human divisions, beginnings and ends. It simply flows.

And the only thing that we are able to spot in the endless flow of time is the present moment because the past is irretrievably gone and we do not know the future yet and it is simply not here at this moment. And in order to have the future as we want it, we must draw on our experience gained in the past and act and do things in the present times in accordance with the best of our knowledge and belief.

In December, the world was rocked by the tragic news of the devastating impact of the tsunami waves. That actual moment is behind us now. But the consequences and the related aspects are dawning on us only after some time and it is up to us to pay attention to them and reflect on the entire event in a broader context. To open our eyes and not to see just the disaster itself. To understand not only the consequences but also the causes in the first place. We live in a world of comfort, well-being and prospering economies on one side and in a world of wars, terror, poverty and violence on the other side.

Many of us live according to the credo that man is the ruler of the world. And perhaps we have failed to realise that we have lost control not only among ourselves but also in the relationship between the human beings and the place where we live. Perhaps we are no longer fighting only each other but also a much stronger enemy is fighting us who has found himself in the role of an enemy only because he has been cornered and is now defending himself. And the apparent enemy is our planet. But it wages no war. It really only defends itself. And it is making it increasingly clear to us that man is not the ruler of the world but merely a part of it. The fact that hundreds of thousands of people died in December may be a mere warning that should make us pause and think about the way in which mankind functions as a whole, to make us pause and look for balance between who we are and where and how we live. Because even the best ideal, the noblest idea will be of no use if it does not find its opportunity and space for implementation. And if we ignore the warning signals of the Nature, then it can happen to us that we lose this opportunity and space once and for all. And then only time, which flows so inexorably, will remain here. But we will not be here to not only enjoy time but also to use time in a meaningful way. There will be nobody to give it imaginary divisions, ends and beginnings. It will simply continue to be here without us.

And this is why I think that it is necessary to act now, with deliberation and energetically, so that we, as mankind, do not find ourselves beyond time and space one day. I think that it is necessary to take the simple wisdom of balance as the basis and apply this not only to ourselves but also around ourselves.

Royal Diplomatic Club www.royalclub.cz

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Vánoční setkání Royal Diplomatic Clubu Christmas meeting of members of Royal Diplomatic Club Dne 15. prosince 2004 se uskutečnilo v Hotelu Boscolo – Carlo IV. vánoční setkání členů a partnerů Royal Diplomatic Clubu. Hosty přivítal ředitel hotelu Carlo IV pan Antonio Delpin.

Prezident RDC pan Jan Fulín seznámil přítomné s novými reprezentačními prostory a exkluzivním zázemím klubu, které se v Carlo IV nacházejí.

Poté představil novou ředitelku diplomatického protokolu RDC paní Vladimíru Davidsen a pana Davida Holiše, ředitele partnerské společnosti Language Centre David Holiš, která v rámci spolupráce poskytuje klubu tlumočnické a překladatelské služby.

Bilanci klubových aktivit a novou vizi RDC představil přítomným čestný prezident klubu pan Pavel Telička.

Zároveň pohovořil o aktuálních otázkách týkajících se České republiky a Evropské unie.

V rámci charitativního programu RDC proběhlo v průběhu večera slavnostní předání šeku v hodnotě 500.000,- Kč. Šek předal pan Jan Fulín společně s Mgr. Milanem Řádkem, ředitelem sponzorské firmy Edwards Lifesciences AG, zástupci Všeobecné fakultní nemocnice Ke Karlovu panu Doc. MUDr. Jozefu Hozovi, který jménem všech lékařů nemocnice Ke Karlovu poděkoval Royal Diplomatic Clubu za uskutečnění a úspěšnou realizaci tohoto charitativního projektu.

Závěrem Jan Fulín poděkoval partnerům a členům RDC za spolupráci a podporu a Pavel Telička nakrojil symbolicky novou kapitolu klubové existence – otevřenou knihu v podobě krásného marcipánového dortu, který klubu speciálně při této příležitosti věnovala majitelka partnerské restaurace Patriot - X paní Dagmar Janatová.

Večer pokračoval bohatým rautem, který připravil šéfkuchař hotelu v tradičním italském stylu. Raut v kombinaci se širokým výběrem vynikajících italských vín byl perfektní ukázkou špičkové gastronomie.

Royal Diplomatic Club www.royalclub.cz

On 15 December 2004, a Christmas meeting of members and partners of the Royal Diplomatic Club took place in the Hotel Boscolo - Carlo IV. The guests were welcomed by the director of the hotel Mr. Antonio Delpin.

The President of the RDC Mr. Jan Fulín presented the new prestigious premises and the exclusive background of the club located in Carlo IV to the visitors. After that he introduced the new director of the diplomatic protocol at RDC Mrs. Vladimíra Davidsen and Mr. David Holiš, the director of the RDC partner Language Centre David Holiš, which as a part of his cooperation provides the club with interpretation and translation services.

The honorary president of the club Mr. Pavel Telička presented to the guests an actual overview of the club’s activities and the new vision of the RDC. He also talked about the current issues concerning the Czech Republic and the European Union.

An official ceremony to present a cheque worth 500,000 CZK took place as a part of the beneficiary program of RDC during the evening. The cheque was presented to Mr. Doc. MUDr. Jozef Hoza, a representative of the General Faculty Hospital Ke Karlovu, by Mr. Jan Fulín and Mgr. Milan Řádek, the director of the sponsoring company Edwards Lifesciences AG. Mr. Hoza expressed in the name at all doctors of the hospital Ke Karlovu their thanks to the Royal Diplomatic Club for carrying out the successful realization of this beneficiary project.

At the end Mr. Jan Fulín thanked the partners and members of RDC for their cooperation and support and Mr. Pavel Telička symbolically cut the first slice of the new chapter in the existence of the club - an open book formed from a beautiful marzipan cake that was given to the club especially for this occasion

by Mrs. Dagmar Janatová, the owner of a partner restaurant, Patriot - X. The evening continued with a splendid buffet-dinner prepared in a traditional Italian style by the chef of the hotel. The dinner, in combination with a broad variety of excellent Italian wines, was a perfect example of top gastronomy.

Mr. Pavel Telička, the honorary president of RDC, Mr. Jan Fulín, president of RDC

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Hosté měli příležitost si během večera za doprovodu PR manažerky hotelu Carlo IV, slečny Martiny Staré, prohlédnout překrásné a velmi reprezentativní prostory hotelu.

During the evening, the guests had an opportunity to see, in the company of Miss Martina Stará, the PR manager of the Hotel Carlo IV, the beautiful and very prestigious premises of the hotel.

Mr. Antonio Delpin, the director of the Hotel CARLO IV

Mr. Doc. MUDr. Jozef Hoza of the General Faculty Hospital Ke Karlovu

Mr. Pavel Telička, the honorary president of the RDC, Miss Martina Stará, PR manager of the Hotel CARLO IV, Mr. Daniel Jaroš, general secretary of the RDC, Mrs. Vladimíra Davidsen, director of diplomatic protocol and Mr. Jan Fulín, president of the RDC

Mr. Jan Fulín, president of the RDC, Mr. Daniel Jaroš, general secretary and Mr. Ladislav Marek, chairman of the board of AAC

Pětihvězdičkový hotel CARLO IV byl otevřen 1. srpna minulého roku a patří k nejlepším zařízením luxusní úrovně v hlavním městě České republiky. Elegantní budova je v neorenesančním stylu, stejně jako zrestaurované pokoje a společné prostory hotelu.

Neorenesanční prostory v kombinaci s moderním italským designem plně korespondují s požadavky 21. století. Pro hotelové hosty jsou připraveny stylové pokoje s luxusním zázemím prvotřídního hotelu a zároveň špičková úroveň služeb se zachováním individuálního přístupu.

Hotel CARLO IV spadá pod italský řetězec Boscolo luxury hotels. Před více než sto lety tato budova patřila Hypoteční bance království Českého a posléze byla přeměněna na cenzurovanou poštu hl. Města Prahy. Tato historicky významná budova byla restaurována pod dozorem Státního památkového úřadu a projekt interiéru vypracovali přední italští architekti – A.D. Tihany a M. Pappiri.

Z původního vybavení interiéru se dochovala trezorová místnost, kterou v současné době hotel CARLO IV využívá k archivování těch nejvybranějších a nejlahodnějších koňaků, které jinde v Praze nejsou k dostání. Milovníci a znalci klasických lihovin zde mohou ochutnat koňaky starší sta let a proto Cigar bar slouží především všem náročným návštěvníkům především z řad mužů. A na závěr ještě jedna rarita: Cigar bar je vybudovaný z nejstaršího sejfu ve střední Evropě.

Pokud máte zájem si vybrat z velkého výběru koktejlů a alkoholických nápojů pak přijďte navštívit hotelový Inn Ox bar, který je otevřen 24 hodin denně. Inn Ox bar pojme až 8O lidí a zde můžeme nabídnout také neobvykle širokou nabídku kávy, jež je založena na italských recepturách, a v neposlední řadě také italské dezerty a aperitivy.

Inn Ox bar je rozdělen zástěnami ze dřeva, skla a oceli a původní pseudokorintské sloupy jsou zahaleny stříbřitým mušelínem. Stejně rafinovaný jako Inn Ox bar je i interiér italské restaurace Box Block. Z jídelního lístku si můžete vybrat takové speciality jako např. grilované kotletky mléčného jehněte se špenátovými listy, italskou pastu a speciální italské dezerty nebo i tradiční česká jídla. Mezi delikátní dezerty můžeme zařadit určitě terinu z hořké a bílé čokolády s grapefruitovou omáčkou a mátovými lístky. Mezi nejznámější klienty této restaurace a také hotelu CARLO IV můžeme zařadit např. Ivanou Trampovou nebo slavného tenoristu Andrea Bocelliho. Restaurace Box Block pojme až na 60 hostů a je otevřena od 11.30 do 15 hodin a od 18 do 23 hodin.

Hotel CARLO IV uspokojí poptávku exklusivních služeb a oblíbí si jej všichni ti, kteří si potrpí na kvalitu a skvělý servis.

The five-star hotel CARLO IV was opened on 1 August last year and it belongs to the best facilities of luxury standard in the capital of the Czech Republic. An elegant building as well as renovated rooms and the shared premises of the hotel show neo-renaissance style. Neo-renaissance premises in combination with the modern Italian design fully correspond to the requirements of the 21st century. Stylish rooms with luxury background of this first-class hotel and at the same a time top quality service that maintains the individual approach are awaiting the hotel guests.

The hotel CARLO IV belongs to the Italian chain Boscolo luxury hotels. More then a hundred years ago, the building belonged to the Mortgage bank of the Czech Kingdom and it was afterwards changed into a censored post office of the capital city Prague. This historically important building has been renovated under the supervision of the State office for historical monuments and the interiors were designed by prominent Italian architects - A. D. Tihany and M. Pappiri.

Belonging to the original furnishing of the interior, a treasury-room has been preserved. It is now used by the hotel CARLO IV for archiving the finest and most delicious of cognacs, which can not be found elsewhere in Prague. Lovers of and experts of classical alcohols may taste here cognacs more than a hundred years old, and this is why the Cigar bar serves first of all the demanding customers, men in particular. One rarity at the end: the Cigar bar has been built from the oldest treasury in Central Europe.

If you intend to make a choice from a large selection of cocktails and alcoholic drinks, then you should come to visit the hotel Inn Ox bar, which is open 24 hours a day. Inn Ox bar can accommodate up to 80 persons and it offers an unusually broad variety of coffees based on Italian recipes, and last but not least also Italian desserts and aperitifs.

Inn Ox bar is divided by curtains made of wood, glass and steel and the original pseudoCorinthian columns are covered in silver muslin. The interior of the Italian restaurant Box Block is as sophisticated as the Inn Ox bar. From the menu you can chose such specialties as grilled chops of spring lamb with spinach leaves, Italian pasta and special Italian desserts or traditional Czech meals as well. Terina from bitter and white chocolate with grapefruit sauce and mint leaves definitely belongs to the most delicious of desserts. Ivana Tramp and the famous tenor Andrea Bocelli are of the best known clients at this restaurant and also the hotel CARLO IV. Restaurant Box Block can accommodate up to 60 guests and is open from 11.30 till 15.00 and from 18.00 till 23.00 o’clock.

Hotel CARLO IV will satisfy those who demand exclusive service and will be favored by everyone who likes the quality and great service.

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AAC Squash Cup 2004 paní Ivana Kulhavá, společnost AAC Mrs. Ivana Kulhavá of the AAC

Royal Diplomatic Club na počest úspěšné spolupráce s generálním klubovým partnerem, společností AAC a.s. uspořádal již druhou společensko-sportovní akci pod názvem AAC Squash Cup 2004.

Turnaj se konal 25. listopadu 2004 od 13 hodin v obřím sportovním areálu HAMR – Záběhlice.

Po ukončení squashového turnaje proběhl křest knihy o managementu „Řízení podle kompetencí“ od autorů Jiřího Plamínka a Romana Fišera, kteří obdarovali všechny hráče knihou s autogramem.

Vítězem náročného sportovního klání se stal pan Tomáš Sysel (Conseq Finance, a.s.), který převzal hlavní cenu věnovanou klubovým partnerem Moser a.s. z rukou předsedy dozorčí rady AAC a.s., pana Ladislava Marka a připil si pohárem pro vítěze, který mu s gratulací předal prezident Royal Diplomatic Clubu, pan Jan Fulín.

Pořádající firmu AAC nejlépe reprezentovali hráči na druhém místě pan Daniel Kunz a třetím místě pan Dalibor Červinka. Hráčům na prvním, druhém a třetím místě byly rovněž předány ceny společnosti AAC a RDC. Turnaje a následující recepce se zúčastnila řada významných hostů, mezi nimiž nechyběli obchodní partneři společnosti AAC a členové RDC.

In honour of the successful co-operation with the major club partner - the company AAC ltd., the Royal Diplomatic Club organised the second social - sporting event The AAC Squash Cup 2004. The championship took place on 25 November 2004 from 1 p.m. in the grand sports facility HAMR - Záběhlice.

After the squash championship, there was a presentation of the book on management „Management according to competencies“ by Jiří Plamínek and Roman Fišer, who gave a signed copy of the book to all players.

Mr. Tomáš Sysel (Conseq Finance, ltd.) won the very demanding match and in turn received the main prize from Mr. Ladislav Marek, the president of the executive board of AAC ltd. which had been given by the club partner Moser ltd. A toast from the winner's cup was also given to him in congratulation by the president of the Royal Diplomatic Club Mr. Jan Fulín.

The players taking second and third places, Mr. Daniel Kunz and Dalibor Červinka respectively, best represented the organising company AAC LTD. The top three placed players also received prizes from the company AAC and RDC. Both the competition and the following reception were attended by numerous distinguished guests, among them trade partners of the company AAC and the members of RDC.

Mr. Ladislav Marek (AAC) and Mr. Jan Fulín (RDC) are presenting the first prize to the winner Mr. Tomáš Sysel (Conseq Finance, a.s.)

Mr. Tomáš Sysel (Conseq Finance, a.s.), Mr. Daniel Kunz (TechData) and Mr. Dalibor Červinka (AAC)

Presentation of a book on management

Royal Diplomatic Club www.royalclub.cz

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Báječný Portugalský týden A magnificent Portuguese week Café restaurant PATRIOT-X uspořádal od 15.11. do 20. 11. 2004 úžasný týdenní festival portugalské gastronomie.

Během celého tohoto týdne bylo reprezentantkami Elisabete Varino a Silvia Prieri připraveno nespočet lahůdek jedinečné portugalské gastronomie, podpořených naprosto oslnivými víny z údolí řeky Douro, které dodal pan Pedro Silva Reis, vlastník vinařské společnosti Real Compania Velha. Skladba a úprava pokrmů byla blízko původních receptů ze 14. století, což některé z hostů velice překvapilo.

Portugalci, kteří využili tohoto festivalu, se nechávali slyšet, že předkládaná jídla byla více portugalská než v jejich vlastní rodné zemi. Velká část hostů byla prostě unešena naprosto báječnou skladbou kuchyně a dobrými víny!

Závěrečný večer věnovala majitelka restaurace paní Dagmar Janatová slavnostní večeři, pořádané na počest její excelence paní Any Martinho, velvyslankyně Portugalské republiky, a Royal Diplomatic Clubu.

Mezi hosty jste se mohli setkat s velkým množstvím celebrit a zástupců diplomacie, kteří nemohli odolat a přišli se potěšit tímto jedinečným svátkem s naprosto úžasnou přátelskou atmosférou.

The Café-restaurant PATRIOT-X organised an exciting one-week festival of Portuguese gastronomy from 15th to 20th November 2004.

Throughout the week, the representatives Elisabete Varino and Silvia Prieri prepared numerous delicacies from the unique Portuguese cuisine, which were accompanied by supreme wines from the Douro river valley supplied by Mr. Pedro Silva Reis, an owner of the wine company Real Compania Velha. The components and serving of meals were close to the original 14th century recipes, which took some of the guests by surprise. The Portuguese participating in the festival remarked that the served meals were more Portuguese then those served in their own home country. Most guests were just amazed by the outstanding cuisine and tasty wines!

The owner of the restaurant Mrs. Dagmar Janatová devoted the last evening to a gala dinner, organised in honour of Her Excellency Ms. Ana Martinho, the Ambassador of the Republic of Portugal, and in honour of the Royal Diplomatic Club.

Among the guests, numerous celebrities and members of the diplomatic community could be seen, who could not resist and came to enjoy this outstanding festival with a fantastic friendly atmosphere.

Portugalská vína

Portuguese wines

Portugalsko není s devíti miliony hektolitrů vína žádným drobečkem a při vyslovení jména této země se asi každému vybaví to nejtypičtější – portské víno. Dolihovaná vína, která tvoří přibližně pětinu produkce, přesto stále vývozu dominují.

Pilířem vinařství je malebné údolí řeky Douro, odkud pocházejí dolihovaná vína, ale i velmi kvalitní vína přírodní. Pro výrobu portských i přírodních vín se používají tradiční domácí odrůdy vinné révy.

Kategorizace je podobná jako v sousedním Španělsku, Vinho de Mesa znamená běžné stolní víno. Garanci původu oznamuje DOC (Denomina’o de Origem Controlada) a pokud se víno z výjimečných ročníků nechá zrát déle, setkáme se s označením Reserva nebo Garrafeira.

Názvy Branco, Tinto, Rosado oznamují barvu (bílé, červené, růžové).

Real Compania Velha je u nás známa pod pojmem Royal Oporto, nicméně tradice a ideální klimatické podmínky dávají vzniknout nádherným světovým vínům.

Real Compania Velha je nejstarší H.E. Ana Martinho, Ambassador of Portugal and tradiční společnost, která se Mrs. Vladimíra Davidsen, Director of Diplomatic zabývá výrobou a vývozem vína Protocol of RDC do celého světa. Byla založena roku 1756 králem José I. Jedni z prvních odběratelů vín byly Anglie a Švédsko.

Portugalská kuchyně Měli jsme jedinečnou možnost představit produkty Portugalska, vycházející z tradice a obtisknuté ve výborných vínech a její gastronomii.

Elisabete Varino a Silvia Prieri,

Royal Diplomatic Club www.royalclub.cz

Nine million hectolitres of wine produced in Portugal is not a little, and when hearing the name of the country, the most typical Port wine comes to most people’s minds. Fortified wines represent around one fifth of the production but still dominate the export.

A picturesque Douro river valley represents the main pillar of wine production and is home to fortified wines as well as to high quality natural wines. Traditional local grape varieties are used for the production of port and natural wines.

Classification is similar to that in the neighbouring Spain: Vinho de Mesa means a usual table wine. Guarantee of origin is marked by DOC (Denomina’o de Origem Controlada), and if from an exceptional vintage the wine is left to ripen longer, we find the sign Reserva or Garrafeira. The names Branco, Tinto, Rosado refer to the colour (white, red, rosé).

Real Compania Velha is known in our country as Royal Oporto, however the tradition and ideal climatic conditions provide wonderful production standards for world-class wines.

Real Compania Velha is the eldest traditional company involved in production and export of wine to all parts of the world. It was founded in the year 1756 by the king José I. England and Sweden belonged to the first purchasers of the wine.

Portuguese cuisine We got a unique opportunity to introduce the Portuguese products that are based on tradition and reflected in fantastic wines and its gastronomy.

The representatives of the culinary art Ms. Elisabete Carino and Silvia Prieri came from Lisbon to demonstrate a part of the symphony of the tastes which represent their country.

As well as destinations, built on historically proven ground. The first recipes or the first cookbook comes from the 14th century, when the recipes for cod

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představitelky tohoto kuchařského umění, k nám přicestovaly z Lisabonu, aby předvedly ukázku z koncertu chutí své země.

Jako všechny destinace i ony vychází z historicky podložených základů.

První receptury, neboli první kuchařská kniha pochází ze 14. století a jsou zde zaznamenány recepty na tresku a vepřové. Portugalci milují život se všemi jeho krásami, a tak se rádi baví, jí a vychutnávají jídlo. Slunce a moře se tak zobrazuje na jejich talíři. Vzájemné prolínání kultur díky dějinným událostem dnes představují portugalskou gastronomii v základní lidové podobě, ovlivněné anglickou, španělskou a tureckou kulturou, zachovávající si své hodnoty a s úspěchem je prezentují před kulinářskou veřejností.

V portugalské kuchyni mají přednost veškeré mořské produkty, zelenina, ovoce, masa – vepřové a zvěřina (dnes vzácně), jehněčí a králík. Tradičně se ve velké míře používá do vaření cibule, česnek, koriandr, petržel a olivový olej. Kuchyně národů vychází vždy ze základních místních surovin, z principů i životních postojů své země a v tom je nádhera odlišnosti.

H.E. Ana Martinho, Ambassador of Portugal with Mrs. Dagmar Janatová and Portuguese cooks

and pork were registered. Portuguese people love life with all its beauties, so they love to have fun, eat and enjoy the food. The Sun and the sea are thus depicted on their plates. An interrelation of cultures due to historical events introduce the Portuguese gastronomy in its basic popular form as influenced by English, Spanish and Turkish cultures, that keeps its values and presents them successfully to the culinary public.

The Portuguese cuisine prefers all seafood, vegetables, fruits, meat - pork and deer (today scarce), lamb and rabbit. Traditionally, onion, garlic, coriander, parsley and olive oil are used frequently for cooking. National cuisines are always based on basic local products, on the principles and approaches to life in their country and this constitutes the beauty of difference.

A short interview with cooks Elisabete Varino and Silvia Prieri

Krátký rozhovor s šéfkuchařkami Elisabete Varino a Silvia Prieri Většina šéfkuchařů jsou stále ještě muži a je to i fyzicky těžká práce, co Vás přivedlo k tomuto povolání a jak se cítíte v pozicích šéfkuchařek v mužském světě?

Vaření bylo dlouhou dobu naším koníčkem a velkou láskou, obě jsme kuchařkami teprve 3 roky, společně jsme absolvovaly dvouletou kuchařskou školu. Elisabete je původně grafická designerka a i nyní se vedle vaření stará o grafiku naší společné firmy a webové stránky, Silvia byla bankéřkou a při vaření je zodpovědná za finanční vedení firmy, jak vidíte je to celkem dobrá kombinace.

Technologie v kuchyních se zlepšuje a moderní vybavení umožňuje i ženám zastávat dříve tak těžkou práci, muži – kolegové se k nám chovají velmi dobře jako opravdoví gentlemani, zatím jsme nikdy neměly problém.

Co Vás přivedlo do Prahy?

V Praze nejsme poprvé, v červnu 2004 jsme hostovaly 2 týdny v hotelu Hilton. Snažíme se spolupracovat s našimi velvyslanectvími v různých zemích, naším cílem je vytvořit jakýsi výměnný kuchařský program a prosazovat portugalskou kuchyni v moderní formě, ale na bázi starých tradic a produktů naší kuchyně. Kombinace jídel a vína je pro nás velmi důležitá.

Vaše nejoblíbenější jídlo?

Vaříme velmi rády úplně všechno a protože máme vlastní cateringovou společnost „La Nonna“ , máme široké spektrum jídel a desertů, nicméně favoritem bude asi naše národní rybí jídlo, Bacalhau a koláč Sericaia, který pečeme podle velmi starého receptu.

Portugalský týden v restauraci Patriot dnešním dnem končí, jak hodnotíte jeho průběh a spolupráci s lokálními zaměstnanci?

Byla to pro nás velmi zajímavá zkušenost, všichni se k nám chovali báječně a společné vaření s kuchaři restaurace Patriot bylo naprosto bez problému.

Moc by nás potěšilo, kdyby se nám podařilo tento kontakt zachovat a do budoucna pokračovat na bázi této spolupráce.

Závěrem nám dovolte poděkovat restauraci Patriot, vinařské společnosti Real Compania Velha a Portugalskému velvyslanectví za spolupráci, umožnění našeho pobytu a představení naší kuchyně v Praze.

Most cooks have been men until now, and the job is also physically demanding. What made you choose this profession and how do you feel in the position of female chef in a male world?

Cooking has been our hobby and passion for a long time; we have both been cooks for only 3 years. We graduated together from a 2-year culinary institute.

Elisabete’s original profession is a graphic designer and even now besides cooking she takes care of the graphics concerning our joint company and for the web page. Silvia was in finance and together with cooking she is responsible for the finances of the company. As you can see, it is quite a good combination.

Technology in the kitchen is improving and modern equipment enables women to do the work that used to be very difficult. Men - our colleagues - are very nice to us, real gentlemen; we have never faced any problems.

What brought you to Prague?

It is not our first time in Prague; we had a two-week engagement at the hotel Hilton in June 2004. We try to co-operate with our embassies in different countries and our goal is to create an exchange program for cooks and to promote Portuguese cuisine in its modern form, but based on old traditions and products of our cuisine. The combination of meals and wines is very important for us.

Which is your most favourite meal?

We love to cook really everything and since we have our own catering company „La Nonna“, we offer a wide variety of meals and desserts, however our favourite one may be our national fish dish Bacalhau and a cake Sericaia, which we bake subject to a very old recipe.

The Portuguese week in the restaurant Patriot ends today. What are you views about this and what can you say about the co-operation from local employees?

It was indeed an interesting experience for us, everybody was Mrs. Elisabete Varino and Silvia Prieri great to us and joint cooking with with Mrs. Dagmar Janatová the cooks at the restaurant Patriot was completely free of problems.We would be very pleased if we could keep this contact and continue in the future based on this co-operation.

Finally we would like to thank the restaurant Patriot, the wine company Real Compania Velha and the Embassy of Portugal for their cooperation, for enabling us to come and to present our cuisine in Prague.

Royal Diplomatic Club www.royalclub.cz

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Včasná diagnóza a prevence rakoviny tlustého střeva a konečníku Early diagnosis and prevention of colorectal carcinoma Nadace Dagmar a Václava Havlových VIZE 97 pokračuje v boji proti zhoubnému rakovinnému onemocnění tlustého střeva a konečníku komunikací s pacienty a lékaři.

Když jsme v Nadaci Dagmar a Václava Havlových VIZE 97 začali před více než 7 lety bojovat s kolorektálním karcinomem, považovali jsme za nejdůležitější získat dostatek finančních prostředků na účinnou prevenci tohoto onemocnění na hrazení testu na okultní krvácení zdravotními pojišťovnami. Podařilo se.

Denně jsem jednala s představiteli pojišťoven, státu a dalších organizacích, až jsem nakonec všechny přesvědčila o nutnosti zavést v České republice celoplošnou prevenci zhoubného rakovinného onemocnění tlustého střeva a konečníku. Dnes se díky našemu úsilí řadí Česká republika spolu s Německem mezi nejpokrokovější země na světě ve včasné diagnóze a prevenci tohoto onemocnění. Přesto nám ale stále patří také jiné prvenství - každý den zemře v České republice na toto onemocnění jedna průměrná třída na základní škole 16 lidí každý den podlehne onemocnění, které je z 90% léčitelné. Více než 5500 lidí ročně doplatí na to, že přišli pozdě na vyšetření, které nebolí, nic nestojí, je rychlé a výsledky jsou známy téměř okamžitě. Stále jen 15 až 18 procent obyvatel České republiky se jde jednou za rok přesvědčit, že tímto druhem rakoviny netrpí. Zbývající populace se testu raději nepodrobí z obavy, že jim lékař rakovinu potvrdí. Když přijdou za několik let, je již mnohdy pozdě.

Proto jsem se rozhodla navázat na první část projektu Včasné diagnózy a prevence rakoviny tlustého střeva a konečníku druhou etapou, jejímž hlavním úkolem je zvýšit veřejné povědomí o bezplatném vyšetření na tuto nemoc a ve spolupráci s lékaři zvýšit procento lidí starších padesáti let, kteří každé dva roky budou test na okultní krvácení u svého praktického lékaře žádat. Se svými spolupracovníky jsem připravila výzvu k občanům, která se pravidelně objevuje v denním tisku a ve které je nabádám, aby si test na kolorektální karcinom nechali udělat. Podobná výzva ve zvukové podobě je vysílána také Českým rozhlasem - Radiožurnálem. Pravidelně navštěvuji televizní i rozhlasové pořady, ve kterých na nebezpečí této nemoci upozorňuji a radím spoluobčanům co udělat pro to, aby na jakékoli zjištění nebylo již příliš pozdě. Připojte se k nám v tomto úsilí. Nebojte a nestyďte se o tomto problému hovořit. Považovat rakovinu tlustého střeva nebo konečníku za tabu, o kterém se nemluví, může totiž znamenat Vaši smrt.

More than 7 years ago in the year 1997, when we started in the Foundation of Dagmar and Václav Havel VISION 97 the fight with colorectal carcinoma, we considered as the most important to gather enough financial means for effective prevention of this disease - for payments by the insurance companies of occult bleeding tests. We succeeded. Every day, I dealt with representatives of insurance companies, the Government and other organisations, until finally I persuaded all of them that a nation-wide prevention of the malignant colorectal carcinoma is needed.

As a result of our effort, the Czech Republic belongs today together with Germany to the most progressive countries in the world in early diagnosis and prevention of this disease. Nevertheless, we still have another primacy - every day, a number of people equal to an average class at grammar school dies from this disease - 16 people die because of a disease that is 90% curable. More than 5500 people every year pay the price for going too late to a medical check up, which does not hurt, does not cost anything, is quick and the results are known nearly immediately.

Until now, only as little as 15-18 % of the population of the Czech Republic go annually to make sure that they do not suffer from this type of cancer.The rest of the population does not undergo the test because of the fear that the physician would determine cancer. When they go in several years later, it is often too late.

This is why I have decided after the first part of the project of early diagnosis and prevention of colorectal carcinoma to continue with its second phase. The main objectives of the second phase are to increase the public awareness concerning the free of charge medical investigation for this disease and to increase, in cooperation with physicians, the percentage of people over 50 years of age that ask their physicians every two years for an investigation of the occult bleeding. Together with my colleagues I have prepared an appeal to the people that appears regularly in the daily press and that invites them to let themselves be checked for the colorectal carcinoma. The Czech Radio Radiožurnál, broadcasts a similar appeal in audio version. I regularly visit television and radio programmes in which I point out the dangers of this disease and give advice to our co-citizens on what to do in order that they do not receive the results of an investigation when it is already too late. Join us in this effort. Do not be afraid and do not be shy to speak about this problem, as to consider cancer of the large intestine and rectum a taboo that should not be spoken about might mean your death.

Vaše

Yours Dagmar Havlová

Nadace Dagmar a Václava Havlových VIZE 97, Voršilská 10, 110 00 Praha 1, tel: +420 234 097 811, e-mail: nadace@vize.cz, www.vize97.cz

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Royal Diplomatic Club www.royalclub.cz

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Pomoc pro generaci zasaženou tsunami Helping Tsunami

© UNICEF/Pallava Bagla INDIE: Pracovníci UNICEF v humanitárních střediscích na unijním území Pondicherry hovoří přes reproduktor a rozdávají letáky dětem i ostatním v rámci zdravotnické kampaně pro osoby, které tsunami připravila o jejich domovy. Tyto týmy propagují používání ORS (orální rehydratační soli) a správných hygienických postupů pro prevenci a léčbu průjmu a jiných nemocí přenosných vodou. © UNICEF/Pallava Bagla INDIA: UNICEF animators use a loudspeaker and distribute leaflets to children and others, part of a health campaign in relief centres for tsunamiaffected displaced people, in the Union Territory of Pondicherry. The teams are promoting the use of ORS and good hygiene practices to prevent and treat diarrhoea and other water-related diseases.

© UNICEF/Shehzad Noorani SRÍ LANKA: (Vpravo) Carol Bellamy, výkonná ředitelka UNICEF, ve Všeobecné nemocnici ve městě Matara na jihu země hovoří s dívkou, která byla při příchodu tsunami zraněna. Slečnu Bellamy doprovází místní činitelé a zdravotníci. © UNICEF/Shehzad Noorani SRI LANKA: (Right) UNICEF Executive Director Carol Bellamy speaks with a girl who was injured during the tsunami, at the General Hospital in the southern city of Matara. Ms. Bellamy is accompanied by local officials and health workers.

Tato přírodní katastrofa v Asii nesmírně ovlivnila život dětí. UNICEF odhaduje, že děti tvořily nejméně jednu třetinu a možná až jednu polovinu všech zemřelých. Ve spolupráci s vládami, kolegy z OSN a širším okruhem humanitárních organizací se UNICEF ve svém úsilí zaměřil na čtyři hlavní oblasti: přežití dětí, znovusjednocení rodin, ochranu dětí a zprovoznění škol.

Kroky UNICEF jsou zaměřeny na více než 1 milión dětí, které přežily, avšak které byly přímo postiženy vlnami tsunami a jejichž životy jsou ohroženy, stejně jako jejich budoucnost. Ze zkušenosti víme, že přírodní katastrofy mají na děti vliv, který sahá nad rámec obětí na životech.

Ztráta milovaných osob a vzpomínka na chaos může poznamenat životy dětí na mnoho příštích let.

UNICEF působil ve všech zemích, které byly zasaženy vlnami tsunami, ještě před tím, než došlo k této katastrofě a dokázal okamžitě a kvalifikovaně reagovat.

Již existující síť místních poboček, vybavení, zásob a pracovníků se přeorientovala tak, aby podporovala humanitární úsilí a zajistila, aby finanční prostředky poskytnuté štědrými dárci, získaly skutečnou hodnotu a byly účinně využity.

Všechny finanční prostředky darované na humanitární účely budou použity k tomu, aby v oblastech postižených vlnami tsunami pomohly dětem získat zpět základní předpoklady pro dobrý zdravotní stav, fyzickou i psychickou pohodu, normální poměry a naději. Plných 95% z darovaných peněz půjde přímo na humanitární činnost spojenou s následky tsunami. Pět procent pomůže fondu UNICEF vykompenzovat zvýšené náklady na koordinaci, spojené s jeho mohutnou reakcí na tuto nouzovou situaci v devíti zemích.

Stejně jako v mnoha jiných zemích, UNICEF Česká republika zaznamenal jedinečný projev štědrosti ze strany veřejnosti ve prospěch obětí tsunami. Britská mezinárodní škola v Praze například požádala své studenty, aby přinesli všechny mince v hodnotě 10 Kč, 20 Kč a 50 Kč, které u sebe porůznu mají, a vytvořili z nich souvislou řadu, která bude stejně dlouhá jako nejdelší chodba v této škole. Stovky dalších příznivců UNICEF z řad fyzických i právnických osob darovaly více než 24 miliónů Kč.

UNICEF je financován výhradně z dobrovolných příspěvků vlád, podniků, nadací a fyzických osob.

Generation The natural disaster in Asia has had an enormous impact on the lives of children. UNICEF has estimated that at least one-third, and as many as one-half, of the dead were children. Working with governments, the UN colleagues, and the broader relief community UNICEF has focused its efforts in four chief areas: child survival, family reunification, protecting children, and getting schools up and running.

UNICEF actions are focused on the more than 1 million children who survived, but who were directly affected by the tsunamis and whose lives and futures are under threat. We know from experience that natural disasters have an impact on children that goes beyond casualties.

The loss of loved ones and the memory of chaos can haunt the lives of children for many years to come.

UNICEF operated in all the tsunami-affected countries before the disaster struck and was able to respond immediately and knowledgeably. The existing network of field offices, equipment, supplies and staff have been refocused to support the relief effort, adding real value and effectiveness to the funds given by generous donors.

All of the donated relief funds will be used to help children in the tsunami-affected areas recover the basics of good health, well-being, normalcy, and hope. Fully 95% of funds donated will go directly to tsunami relief.

Five percent will help offset UNICEF's increased coordination costs associated with the massive emergency response across nine countries.

As in many other countries, UNICEF Czech Republic experienced a unique outpouring of generosity from the public towards the victims of the tsunami. The British International School in Prague, for example, asked its students to bring all the loose 10 CZK, 20 CZK and 50 CZK coins they had and to construct a line of coins the length of the longest corridor in the school. Hundreds of other UNICEF supporters, private and corporate, donated more than CZK 24 million.

UNICEF is funded entirely by the voluntary contributions of governments, businesses, foundations and individuals.

Co lze za vaše peníze koupit na pomoc dětem: What your money can buy to help the children:

$5 © UNICEF/ Steve Nettleton THAJSKO: Chlapec ze zničené základní školy v Ban Talaynok na pobřeží v provincii Ranong staví „Strom štěstí“ společně s ostatními žáky v rámci programu, který je podporován fondem UNICEF a který poskytuje psychosociální péči dětem traumatizovaným katastrofou, kterou způsobilo tsunami. © UNICEF/ Steve Nettleton THAILAND: A boy from the destroyed Ban Talaynok primary school, on the coast in Ranong Province, builds a 'Tree of Happiness' with other students, as part of a UNICEF-supported programme providing psychosocial care for children traumatized by the tsunami disaster.

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interview A Talk with Ing. Radomil Novák, General Manager CzechInvest

IMPORTANT PARTNER FOR INVESTORS IN THE CZECH REPUBLIC

Nearly a decade ago, the employees of CzechInvest met with representatives from Mercedes–Benz to encourage investment in the Czech Republic.

At the time, the resources to woo companies to invest in one of the fastest growing countries in “New Europe” were thin. So the CzechInvest team stood with Mercedes–Benz representatives and showed them an empty cornfield, trying to help those representatives conjure up a vision that the cornfield was the perfect place for their next investment. Since then, CzechInvest has gotten far stronger and more focused, drawing in €10 billion in investment since the company was established in 1992. Radomil Novak, the 36–year–old CEO of CzechInvest, was one of the people who helped the firm pull ahead. Here’s what he had to say about the global investment climate, changing with the times, and

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pulling ahead in a highly competitive market.

Over the past few years, the Czech Republic has greatly improved its investment profile in the international community.

Where are some of the areas that the Czech Republic is growing the fastest, foreign investment–wise (for instance, call centers or manufacturing)?

And why do you think these sectors are seeing the most growth?

The Czech Republic has become a very attractive location for business support services (shared services, call centers, IT services, high–tech repair centers, and regional headquarters) and techno– logy centers (R & D and design centers, software deve– lopment). Inquiries from these sectors now account for 30 percent of all inquiries we receive. Two or three years ago, such inquiries made up less than 2 percent of all those we received.

CzechInvest made a deci– sion to target these sectors some four years ago. We were convinced that the Czech Republic would be a highly competitive location due to the good availability of skilled labor, wide range of languages spoken and modern ICT infrastructure, all available at competitive costs. The challenge was how to make potential investors aware of the advantages of the Czech Republic because our country had a very good image in manufacturing, but virtually none in business support services. We thus started an aggressive marketing campaign abroad to bring the attention of potential investors to the Czech Republic. Our assumptions proved right; the Czech Republic is now regarded by investors and consultant s as one of the best locations for these services worldwide according to international surveys such as AT Kearney’s Offshore Location Attractiveness Index.

How has European Union membership affected

foreign investment in the Czech Republic? Have you seen rapid growth? Which countries seem to be investing the most in Czech Republic–based businesses?

European Union membership affected foreign investment inflow in two ways: in the pre–accession period, it encouraged the government to adopt EU rules and regulations and thus helped us create the legal system that foreign investors are used to from their home countries. Foreign investors have seen the actual accession as proof or a guarantee that Czech legislation is in line with „western” regulations.

Germany, our largest neighbor and trading partner, is naturally also the largest investor in the Czech Republic. The Netherlands is the second, but many non–Dutch companies (US, Japanese, British and others) have invested in the Czech Republic through their Dutch subsidiaries for tax reasons and this somewhat distorts the picture. Austria, France, the USA, Belgium, Switzerland and Great Britain are all important investors.

The Czech Republic continues to lead its neighbor countries when it comes to attracting foreign investment. In what ways do you think CzechInvest grew as a company to pull ahead in the regional foreign investment market?

What differentiates the Czech Republic from it neighboring countries is its manufacturing tradition, balanced hard and soft infrastructure, functioning and well targeted investment incentives, good logistics, education and the unique position of CzechInvest which enables us to act as a one stop shop for investors.

There were several factors that helped us to pull ahead. CzechInvest has always been highly client–oriented organization run along the lines of a private business and Government always let us recruit professionally qualified experts to manage the business without political interference.

Our goal has always been to be leaders in the field rather than trying to catch up with the compe– tition. For this reason, CzechInvest developed its services through innovation rather than copying so–called ‘best practice’. One example was the early development of investment incentives for both manufacturing and services. By this pro–active approach CzechInvest was able to become a one–stop service provider for investors.

Many say the Czech financial industry, in gene– ral, could use more reforms. What are some of the improvements you’d like to see in the country’s investment sector (more transparency, better

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interview clarity of laws, etc.)? Is there anything in particular holding the country back?

What is holding this country back is a lack of transparency in the business environment, high levels of bureaucracy, a less than adequate judicial system including a bad bankruptcy law and a weak interface between universities and the private sector.

Everything else is more less the result of these five things.

The financial sector cannot develop well without good bankruptcy law and an effective court system. We can’t expect to see a dramatic increase in the number of entrepreneurs if there is no encoura– gement and education in schools and it takes weeks and large numbers of bureaucrats just to establish a business. Finally, low tax rates will not be effective for either the state or taxpayers unless it is clear how to calculate a taxable rate.

What are some of the biggest changes you’ve seen in general in the foreign investment sector over the past decade? What about here in the Czech Republic?

First, there are many more countries fighting for foreign investment. Very few companies considered countries such as Bulgaria, Romania, Slovakia or Vietnam ten years ago because the political situation in these countries was much less stable than today. Even China was not as hot as today because there were many more restrictions in place back then.

So, the competition has gotten tougher.

Second, business support services were in their infancy ten years ago and thus the overwhelming majority of global investments were in industry.

We thus have to target more industries now than ten years ago.

Ten years ago most companies investing abroad did so to conquer new markets and cut costs. Today, although the costs of production are still important the availability of skilled labor is the major driver.

Ten years ago, companies would relocate assembly and simple manufacturing abroad but keep high–value manufacturing and R & D in the home country. This is no longer the case – companies are chasing skilled labor around the globe.

In the Czech Republic the development from simple, low–tech assembly plants to sophisticated high–tech manufacturing and repair facilities and R & D centers has been quicker than anywhere else in the world.

Companies such as Matsushita started with a simple assembly plant but have developed into full manufacturing and even R D& D. This development was two times faster in the Czech Republic than in Ireland, the European leader in attracting foreign direct investment in the 1980s and 1990s.

You’ve helped build the framework for financial reforms in the Czech Republic. What was it like shaping policy for a country that for years had no real mechanism to attract foreign investment? Did you follow in the footsteps of other countries or were you creating a plan from scratch?

It was certainly an interesting experience. I joined CzechInvest in January 1996. At the time CzechInvest employed about 25 young motivated people in a team that had few tools with which to attract foreign companies other than good will, the good geographic

position of the Czech Republic and the country’s well known manufacturing traditions. I remember the time when we went to Mercedes to show them a cornfield as a great location for their next investment. That was about the best we could offer in those days.

Our first incentives where offered in 1997 on an individual basis to two companies. Based on these pilot projects we developed a first investment incentives scheme. At about the same time we started a program to encourage the systematic development of high quality industrial zones. The Act on Investment Incentives was introduced in 2000 and this was followed by new schemes to support Strategic Services, Technology Centers and so on.

I believe that only way to become competitive is to be innovative. Otherwise competition is only about cost rather than quality. The way CzechInvest develops mechanisms to support foreign or new domestic companies, is to analyze what is available on the market then learn from the competition. But we always develop our own products and a key to getting them right is listening carefully to our clients You’ve spent several years in the United States – Silicon Valley, specifically – where attracting foreign investment is highly, highly competitive. Was there anything you picked up on while working in America that you have used now that you’re back in Europe (different approach to attracting investors, different management approach, etc.)?

Attracting US, especially west coast companies, requires a completely different approach than when talking to Asian or even European companies.

The success of Silicon Valley was built on relatively young people who developed a unique business climate. Business meetings became very informal but effective. In order to get someone’s attention it is necessary to speak the “same language”, which means to understand the specific type of industry. Usually there is no room for empty long–winded speeches or other types of commu– nication. Established business contacts are informal, friendly but have to be maintained for a long time.

Short effective communications with a clear message saves a tremendous amount of time and it is something I try to adopt here. Czech management in general works in long hours that are not always effectively spent. It is partly a cultural problem. I notice that some nationalities including Czechs often feel that a meeting or discussion is incomplete if a problem is solved too quickly.

On the flip side, what could your counterparts in the United States learn from Europe when it comes to bringing in more foreign investment?

A lot of US investment support is provided at a very local level. The US does not attempt to regulate in any way the amount of state aid provided to investors. If I were to be ironic, I would suggest that US could learn from Europe how to create a fair business environment by regulating it. Europe is very good at creating regulations! The question is whether this skill would bring any benefits to the US economy.

What are the major differences between “Old Europe” and “New Europe” when it comes to drawing in foreign investment? Or do the two regions share many traits?

“New Europe” has had a fast developing and ever–changing legislative and regulatory environment.

Post–communist countries have had to change the great majority of their business legislation because the pre–1990 legislation was mostly unsuitable for a market economy. The Czech Commercial Code was amended 45 times in the space of 13 years, for example. So, the legal infrastructure for invest– ment and business activities in “New Europe” was less stable than in “Old Europe”. By now, most of the changes have been made and the future legal environment for business should be pretty stable.

On the other hand, “New Europe” has learned from the mistakes of “Old Europe”. In most new EU member countries the legislation is more pro–business: more flexible labor laws, aggressive tax reforms, etc. New EU members such as the Czech Republic do want the European Union to increase its competitiveness in the global economy and our competitiveness vis–a–vis the low–cost economies of Southeast Asia in particular. That is why we support the Lisbon agenda and wish to get rid of the excessive bureaucracy and overregulation introduced in the EU in the 1970s and 1980s.

“New Europe” is competing for investments not only with “Old Europe” but also more and more with the fast developing countries of Southeast Asia. Offshoring and outsourcing are a big trend in Western Europe and the U.S. The challenge for countries such as the Czech Republic is not to be overlooked when companies are looking for countries in which to offshore or outsource.

Our advantage is that we can be an alternative to countries such as China and India. We can offer high–quality products and services at similar costs but with greater accessibility and a European culture.

What can we expect in 2005 from CzechInvest?

With regard to foreign investment, we will see more and more investment projects into Strategic Services and Technology Centers. Manufacturing projects will be smaller but more sophisticated. I think that Czech Republic is well positioned to maintain its FDI inflow in 2005. Our focus will be increasingly on companies already established in the Czech Republic and in particular, those that have the potential to develop more sophisticated products and services.

For new and young domestic companies we would like to introduce a new VC fund. Also, in order to help companies to finance their projects with commercial financial resources CzechInvest will organize regional financial forums. The purpose of the forums will be to bring together users and suppliers of financial products and services to improve communication and understanding between the two groups.

By the end of the year we aim to have a new Register of certified advisers to help businesses improve performance and a new supplier development program running to link domestic and foreign investors. We have also launched a new clusters support program that should start supporting regional groupings of strong and innovative companies and are testing a program to support companies improve their HR management skills.

By Jennifer Perez I českou verzi naleznete na www.clubmagazine.cz

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interview

Desmond Mullan, Man. Dir. Volvo Car Czech Republic

Photo: Jadran Šetlík

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interview A Talk with Desmond Mullan, Managing Director, Volvo Car Czech Republic

Making Friends Inside and Outside the Showroom Desmond Mullan is originally from Scotland and has worked as Managing Director of Volvo Czech Republic since 2001. He lives in Prague with his wife Helen, golden retriever Snowy and three children, Kathryn (16 years old), Andrew (13 years) and Eoin (6 years), all of whom are most definitely Scottish.

You joined Volvo very early on in your career and have stayed there for over 15 years. What first led you to Volvo and what has kept you there so long?

I was working as an accountant in a telephone factory in Scotland. Can you imagine anything worse? So I was at a point in my life when I wanted a job with more spice and Volvo was looking for a “young, dynamic financial consultant.”

I somehow managed to bluff my way into the com– pany, and once you’re in the automotive industry, it becomes like a drug and you need to keep taking more and more doses of it. It’s so dynamic, it gets harder and harder to picture working in any other industry. And it's a very interesting product to talk about at dinner party conversation... much more interesting than sitting next to a toilet paper salesman. I’ve stayed with Volvo specifically because the company’s core values have remained the same all along, which, in true Swedish tradition, includes a lot of concern for employees, which creates a lot of company loyalty.

When you first started working with Volvo, you worked solely in the UK, but eventually moved to the new Volvo European HQ in Brussels. Why did you make the change?

I started working for Volvo in Scotland, and then moved to my first foreign country: England! I loved working for Volvo UK, in terms of the resources and the size of the market, but after nine years, I was ready for something new. Volvo set up a European headquarters in Brussels, and although it only took me four hours to drive there from where I was living in the south of England, it was more like working overseas. It’s more of an international city now than a Belgian city. I was offered the job in Brussels after a very unusual interview with my future boss, when, after I’d prepared a one–hour presentation, I had to make my pitch to him in a ten–minute window when he was between flights in Brussels airport!

Once you moved to the continental European region, you became responsible for development in East Central Europe, Israel, Iceland and Greece, which are very dissimilar locations. What particular challenges did this disparate grouping raise?

Although it was a bizarre collection of countries, in a business sense, they were all viewed as “European emerging markets,” which is why they were grouped together. I spent the best part of five

years in this position, with 80 percent of my time traveling, which was tough. But it was a great learning experience. For example, although I had already visited Greece socially on vacation, I didn’t realize what tough, demanding businessmen I’d encounter there. You have to respect other cultures, learn about them slowly and listen for signals. When you move from a developed market to an emerging market, you have to be careful not to come off sounding like a know–it–all and learn how to listen. To sum up the experience, in several of these countries, I learned new language of negotiation – “yes” probably means “no,” “no” definitely means “no” and “maybe” is probably going to mean “no” in the end.

In 2001, you became Managing Director of Volvo Auto Czech Republic s.r.o., responsible for importing, distribution and retailing for Volvo passenger cars. Had you been working a lot in Czech Republic during your work in East Central Europe? Did you enjoy getting to focus again on one particular region?

The Czech Republic was one of my markets already, and I always like to describe it as being like a gem: small but precious. It’s been great because it’s my first position as Managing Director. I’ve enjoyed living here, as well as doing a lot less traveling.

What are some of the particular challenges and triumphs you’ve had marketing and selling Volvos in the Czech Republic?

The Czechs tend to turn towards new things with an almost Latin exuberance, which is important in terms of getting them to think about changing how they think about cars. Until recently, Czechs thought of Škoda for everyday cars and German cars for premium brands. But from 2001–2004, we showed about 50 percent growth in sales, all during a time in which total sales of automobiles have stagnated in the country, showing that our efforts at spreading Volvo’s clear branding, i.e., Volvo cars represent safety, family and Scandi– navian quality, have worked to convince Czechs that there is another premium brand. To get Volvo linked into the Czech business community, I’ve done a lot of personal public relations work and served on the board of the lobbying group Euro–Czech Forum, as well as the British Chamber of Commerce.

I also wanted to challenge the traditional approach to retailing cars, after I read a U.S. poll that indicated buying a car was a less popular activity than visiting the dentist! I came up with a concept for redesigning the showrooms in three capital cities in the East Central Europe region: Warsaw, Budapest and Prague. The new

retail model divides the showroom into zones, including the welcome, children’s, product, delivery and comfort zones. Everything in the showroom is round, wooden and slatted, not walled, with low tables, relaxed chairs and no computers, in order to make the customer feel less intimidated. Parts of this approach are now being incorporated into the new Volvo corporate identity worldwide.

Too bad I couldn’t have patented the idea…

Do you consider this one of your lifetime achievements?

Yes, along with increasing Volvo sales and visibility in the Czech Republic, as well as getting my wife Helen to marry me and producing three great kids.

In addition to redesigning showrooms, playing golf is one of your hobbies. Tell us about golfing here, in Scotland, and about your other hobbies.

I’ve really only focused on my golf game since moving here, and am proud that I now have a handicap of 21. I also like playing squash (handicap – my fitness) and skiing (handicap – no brakes.) My golf game is good enough now that my friends have stopped calling me “sandbagger.”

The game is a bit wilder in Scotland, but I love the choice here. Some of my favorites are Cihelna, Marianske Lazne, Konopište and Karlštejn (although in Iceland, you could play golf at 2:00 AM, which was pretty great!)

Besides the rugged golf courses, what do you miss most about Scotland?

Well, I don’t miss the rain or the beer. I feel like I’ve been educated in beer after living in Belgium and Czech Republic. I do miss my family and the rugged, beautiful Scottish coastline. I really miss seeing Celtic play too. When Celtic played Teplice, I rented a coach and took all my friends out to see the game. Even though Teplice is a town of only 20,000 people, there were 5,000 Celtic fans out for the match, which shows what Celtic fans are like.

Do you have plans to return to Scotland?

No, I’m enjoying the adventures we’re having moving around. We're excited because we’re moving to Moscow this year. The kids are surprisingly good with it too, although they’re sad about leaving their friends here in Prague. When I retire, I want to be somewhere warm, and definitely within shouting distance of a golf course.

By Vanessa Bulkacz I

českou verzi naleznete na www.clubmagazine.cz

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People to watch...

A Talk with Radek Pokorný, Senior Partner with Pokorný, Wagner & Partner

RESHAPING THE LEGAL LANDSCAPE

Radek Pokorný, senior partner with Pokorný, Wagner & Partner, opened his law partnership in 1996 with a plan: focus on a few narrow areas of commercial law. While other firms had already seen success in Czech legal field, Pokorný knew he would have to give his clients more specialized service if the firm was going to make its mark. The plan paid off as the firm is

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now one of the leading legal firms in Prague with more than 20 attorneys on staff who specialize in everything from banking to telecom law. Though directing a talented legal team leaves little time for relaxation, 35–year–old, Brno–born Pokorný sat down with Club Magazine and spoke on what sets his firm apart from its competitors.

You started your own law partnership in 1996 to care for foreign clients in various fields including banking, telecom and advertising. Is it difficult moving back and forth between clients who work in different fields (for instance, one client may represent a bank, the other a food processing company), or is the law pretty much the same across the board?

When we opened our law firm in 1996, we were aware that we weren’t the only lawyers in the country and that to be successful we had to be different and exceptional in some way for our clients. So we decided to start building our professional reputation in a few narrow areas of commercial law. At the start we therefore focused on capital markets, economic competition, intellectual property and advertising.

And also, understandably, corporate law. Later, when the firm had grown – we now employ almost 30 lawyers – we started to deal with the legal environment for the purchase and sale of companies and their restructuring. Nevertheless, our original basic specialisation has, in my opinion, become so well known among clients that, for example, little happens on the capital markets or in complicated proceedings on economic competition without our firm being involved in some way. So the answer to your question is clear, as far as concerns legal advice we believe in the necessity of narrow spe– cialisation, the same as in medicine, for example.

We went that way and gradually created a team of people each of which is an expert in a certain field.

The current size of the firm enables us to cover all areas of commercial law with top–quality specialists, so that we can be certain that a client will get services of the appropriate quality and comprehensiveness for his money.

Tell me about your experience starting your own firm. What made you to take this path rather than continue work as an attorney in one of Prague’s other law firms?

Establishing your own company is not at all easy.

Especially if you don’t have any money of your own.

Nevertheless, we were lucky in that when we started a number of foreign clients were starting to leave the foreign law firms with which they came to this country and were looking for law firms that knew the domestic environment and, in particular, knew Czech law well. In addition, our idea for speciali– sation turned out to be a very good one. If anybody had a problem with the capital markets or, for example, economic competition, there was always a decent chance he would end up in our office. The reason I established my own firm and didn’t go to work, for example, for a foreign law firm is very simple. Foreign law firms are more or less factories for the production of documents, the way they work is quite different to my personal

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inzerce Rezidence

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People to watch... nature. I’m not saying that their work isn’t usually good, but they’re hidebound by a system that wouldn’t suit me.

What did you do before you started your own firm?

The first Czechoslovak president T. G. Masaryk had a good bon mot: "Work, work, but leave something to the Lord." By this he meant that for a person to have a chance to be successful at what he was doing he needed two things: hard work and good luck. I've had an extraordi– nary amount of luck and I hope it will continue in the future. After the fall of communism in 1989, when I was studying at the law faculty, I got an offer to do an internship with the constitutional committee of the then Parliament of the Czech and Slovak Federative Republic, which became a job there, and that lasted until the end of my studies. It was a great school for me for many reasons. As a boy from the countryside, I had the opportunity to see things close up and understand how politics works and I understandably met a number of people from all areas of human activity. A lot of these friendships have endured all my life and have enabled me to see the big picture when making important decisions. After my studies ended, my work in parliament also enabled me to get a job in the law firm of former deputy prime minister for legislation Dr. Pavel Rychetský. Dr Rychetský is an excellent lawyer; by the way he returned to government in 1998, when he had the same position, and is currently chairman of the Consti– tutional Court. A significant part of what I know I learned from him and his partner, Dr. Hlaváček.

I went from his law firm straight to my own.

How many people did you have working at your firm when you started it? Have people gradually joined your firm over the years as you built up a reputation of one of the best law firms in Prague?

When we started in 1996 we were three lawyers, i.e. my colleague Wagner, my other colleague Cejnarová (who is my wife today) and I. Plus a secretary, who is currently the director of our secretariat. The firm developed step by step and the current approximately 40 people are the result of very gradual development. All our colleagues who are now junior partners started working for us immediately after completing their studies and grew with the firm. Such a concept requires a lot of effort to get them to develop professionally, but it enables you to build a team where the members understand each other in every way and have very similar professional and general values. In addition, every junior undergoes long–term training and specialisation in a certain area of law, in which he becomes a leading specialist.

What do you find are the big misconceptions your clients have when they start to do business in the Czech Republic (for instance: they think the Czech legal system is easy to navigate)?

I think that the biggest problem some of our clients have is that they underestimate the standard of the environment they are coming to and, I’m not afraid to say it, they underestimate the Czech Republic. Every country has its own legal order, which is unique and has to be respected.

Some parts are better than a western country,

some parts are worse, but the law applies.

Some clients, often Americans, often think that there is no legal order but their own and they’re very surprised when they cannot defend their claims, for example because of contracts which conflict with Czech law. There is then a lot of talk about arbitration, but it would be enough if some people in these companies simply took note of the fact.

Tell me about what you like about the law. Do you enjoy practicing law, for instance, because the law is in a constant state of transition?

The law, and advocacy in particular, contains all my basic interests. Legal science is based on philosophy, it’s very dynamic, active work involving all areas of life. It also enables you to maintain a good position in society, be in contact with a number of people and influence some things you’re interested in. And finally, my profession enables me to decently and honestly earn enough money, without which, try as you might, you can’t live. So to sum up, a lawyer is somebody who can indulge his intellectual hobbies in trade and business for decent money. And, as far as I’m aware, no other profession offers that.

One of your specializations is copyright law and protection of intellectual property. Do you sometimes find it a bit difficult working in this field of law in the Czech Republic, where intellectual property and copyright are often not respected?

Intellectual property is one of our company’s strong specialisations, although the main specialist in this area is my partner Dr. Richard Wagner.

I, personally, don’t think that intellectual property rights are less respected in the Czech Republic than in more developed countries. However, I can see that there is one exception – computer programs. In a lot of cases people don’t understand that a computer programme is something that cost a lot of money. Ignoring rights in this area is, in my opinion, also related to typical Czech DIY, which often knows no bounds. What should we do about it? Sue and fight? People will get used to it gradually.

How do you juggle working at your firm and sitting on so many legal committees?

It’s true that, in addition to the firm, I am, for example, chairman of the Council for Advertising and the spokesman for the preparatory com– mittee of an association representing lawyers specialising in economic competition. How do I find the time? First of all you have to have great colleagues, not only lawyers, but also assistants.

You also have to learn to organise things and, when necessary, protect your limited time from all sorts of chatterboxes. Understandably, you can’t get by without hard work. And finally, as you can see from this interview, you have to be lucky.

Occasionally, very lucky.

By Jennifer Anne Perez I

PRAVÉ KOBERCE

Ručně vázané orientální koberce a kelimy Největší prodejna svého druhu v ČR. Jedenáct let na českém trhu.

• zkoušení koberců v interiéru zákazníka • bezplatné doručení v České republice • bezplatný poradenský servis

českou verzi naleznete na www.clubmagazine.cz

PASÁŽ LUCERNA, Štěpánská 61, Praha 1 296 236 343, nomad@koberce-perske.cz www.koberce-perske.cz po–pá 10–19 hodin, so 10–18 hodin

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WOMAN OF THE YEAR 2005

WOMAN OF THE YEAR 2005 Welcome to the first “Prague Club Magazine Woman of the Year” competition!

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As many of you will know, July 2003 saw the first ever ‘It’s a Woman’s World’ section in the Club Magazine which featured and publicized some of the most successful and talented women in the Czech Republic. These women came from all walks of life and had achieved so much in so many different ways, that during last year we started to think about a way to reward their achievements.

In this first edition of 2005, therefore, Prague Club Magazine launches the first ever ‘Prague Club Magazine Women of the Year’ competition, which will result in a spectacular awards ceremony at the beginning of 2006 which we hope our readers will watch and be involved in with some interest.

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introduction War II, studied in the USA, was elected to Parliament, was Ambassador to Australia and New Zealand, was President of the general conference of UNESCO and senator for the Pardubice County. She has also translated forty–one of Dick Francis’ books, and written two screenplays of her own. With these qualities it would be hard to know what category she should fall under!

Klara Samkova – “Woman as a Man’s Protector” (Club Magazine no: 4 2004).

She used to be linked with the representation of Roma people, now she is one

of the most successful female lawyers and through her special sense of humour and straight forward use of words, to many of her clients she is a hero.

Her clients are predominantly men who are fighting to have more rights over their children after a divorce.

Linda Wagner – “A smooth transition” (Club Magazine no:3 2004) Linda is the ultimate expat friend. Having lived in the USA, Paris and Prague for a total of 27 years, there isn’t much she can not do, when it comes to helping fellow expats.

So, leaving her ‘trailing spouse’ title behind her, she set up her business to help others. Her clients range from wives and family of relocated businessmen to single men wanting to know where to buy sheets, or meet people.

Any of these women could be chosen again as potential winners of ’Woman of the Year 2005‘.

Read on and you will find out more!

Read on through this section and you will learn about the method that we plan to use for the competition, details of the judges, the event where the awards will be presented, and of course, most importantly of all, an idea of some of the candidates.

There are four categories in the competition: Business and Politics, Media and Communication, The Arts, and Sport. During the course of the next eight months, each edition of Prague Club Magazine will feature one category and will explore that specific group of woman. We will also reveal the names of the twenty candidates that have been chosen for that particular group, but readers are actively encouraged to send us their suggestions of women that could be considered for inclusioncideas can be sent to us by email to info@clubmagazine.cz In the past we have spoken to some of Prague’s leading women, and have been inspired by their work. Examples are hard to choose with such an impressive bunch of people, but here are a few stories that meet the requirements. Jaroslava Moserova – “Politician, Doctor, Writer and modest to the core” (Club Magazine no: 2 2003). She has led a full life, traveled all over the world and has many strings to her bow and yet she still she remains true to herself. She lived through World

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BUSINESS AND POLITICS approximately 30% women working there. Today there are 16.5% of women in the lower houses of Parliament and 11% in the Senate but, whilst this is a lower figure than pre–1989, these women have been chosen democratically rather than just being a member of the Communist Party.

Politics in a democratically elected country is, however, stereotypically viewed as mens’ business and women are not always welcome or considered suitable for senior positions within the political world.

Since 1990, however, womens’ representation in the Czech Parliament has been slowly but steadily growing.

The Czech Republic presently has two women Ministers. MUDr. Milada Emmerová the Minister of Health, who took over from another woman MUDr. Marie Součková, and JUDr. Petra Buzková the Minister of Education, Youth and PT. There are several women Ambassadors and numerous women business leaders, both Czech and international. How can it be possible?!

In our ‘business and politics’ edition, we plan to interview a selection of the women that are leading the way in the Czech business and political world.

Some of these women have already been featured in our ‘It’s a Woman’s World’ section of the magazine, but over the course of the next few weeks we will be researching and interviewing many others, all of whom we consider could be voted as ‘Women of the Year’ in the ‘Business and Politics’ section.

How things have changed over the course of the last sixteen years, and not just in the Czech Republic!

In a time that sees a young, black American woman in one of the most powerful political positions in the world, that has women Ambassadors representing countries that not long ago would not even allow

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a woman to apply for such a position, the Czech Republic has caught up, and, in many ways, overtaken many of its neighbours in appreciating that women and business and/or politics can go hand in hand.

Pre the Velvet Revolution, there was a quota system used in Parliament which meant there were

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Names that come to mind as examples are:

Politics Táňa Fischerová Daniela Filipi Jana Hybášková Helena Rögnerová Jaroslava Moserová Jiřina Šiklová Anna Čurdová Liana Janáčková Miroslava Němcová Kateřina Dostálová Helena Roithová

Business Laurie Spengler Hana Hejduková Naděžda Ptáčková Jitka Hanzlíčková Věra Slavíková Lenka Deverová Zita Vinšová Olga Girstlová Magdalena Souček Carolina Woltering Katherine Butler Pavla Gomba Eva Štěpánková Karin Genton-L'Epee So if you want to hear more about these women and many others too, don’t forget to read our special edition that will be out in April.

And, of course, if there are women in this category that you would like to nominate, then contact us at info@clubmagazine.cz.

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MEDIA AND COMMUNICATIONS Some of the people that you might be Barbora Köpplová reading about later in the year are: Barbora Mudrová Petra Švecová Barbara Nesvadbová Kristina Vacková Olga Sommerová Klara Gajdušková Alice Nellis Jo Weaver Petra Procházková Linda Wagner Jana Valdrová Karla Stephens Jasmina Blažević But, who knows, the year is still young and there are Magdalena Bičíková many other women out there that are likely to spring Renata Elhenická to our attention!

Nora Fridrichová Tereza Engelová

Why are there so many women working in the fields of media and communications? One could say that it is, perhaps, because women are the better communicators generally, which is why it is a natural career choice for many!! But that might not be politically correct...!

Whatever the reason, however, there are now so many women in senior positions in the world of media and communications that it is difficult to pick out those that could be considered for the title ‘Women of the Year’.

Last year we interviewed various women who could have been considered for the title, and some of these, as well as many others, are sure to feature again this year. Names such as Petra Procházková, Olga Sommerova, Tereza Engelova and Alice Nellis are regularly in the news and we are sure that we will be hearing even greater things about them again this year. Then, of course, who would believe that with only three mobile phone operators in the country, one of them would be headed up by a woman, Karla Stephens. Or that two of the biggest Chambers of Commerce, the American and British, have woman chairman, one of which, Jo Weaver, is also the boss of one of the most successful Communications agencies in the town. It is difficult to know who to choose!

In our Media and Communications special edition, we will be interviewing and talking about various women who have, already, made their mark in this field during 2005. Some of the possible names are listed below.

But you may have different ideas! If you would like to make your suggestions, then please email us at info@clubmagazine.cz and we may be out to interview whoever you nominate shortly!

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THE ARTS The Czech Republic is renowned for its culture, art, and musical heritage. People travel from all over the world to see the architecture, galleries, museums, ballet, and, of course, attend the amazing variety of concerts and operas.

In this section, we will be celebrating and interviewing women who have used their creativity to achieve success in one of the many areas of the Arts where women are leading the way.

Women such as the extraordinary Czech musician Zuzana Navarova, who covered a variety of music genres both in her band ‘Nerez’ (whom she split with in the early 90’s), and in her solo career.

Another aspect of Zuzana Navarova’s career was her charity foundation called “Life for Artists” where she promoted struggling young musicians at the beginning of their career She also had a skill for talent spotting. She spotted the now famous Raduza singing on the streets of Prague and she, too, is another Czech woman that should be celebrated for her achievements.

Then, of course, there are the world famous names such as Magdalena Kožená, Gabriela Deméterová the amazing violinist, Lenka Baarová and many others.

What about those women who are making a name for themselves as artists or scupturesses? Again there is a long list of women who have made an impact in the Czech Republic over the last few years and whom we can expect to feature in our ‘Women of the Year’ competition 2005.

As we say, there is a long list of wonderful women who are connected to the Arts in the Czech Republic, but here are some suggestions of those that might feature this year… unless you say different!

Petra Erneyi Veronika Bromová Lenka Klodová Dana Kyndrová Martina Pachmanová Petra Valentová Magdalena Platzová Marie Chřibková Petra Hůlová Lenka Reinerová

Irena Obermannová Tereza Brdečková Emma Srncová Ivana Špeldová Lenka Baarova Eva Janoušková Meda Mládková Helena Fejková Klára Nademlýnská Taťána Čechovská

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WOMAN OF THE YEAR 2005

introduction

SPORT How can it be possible that a country of only 10 million people can consistently turn out world–class sportsmen and women in so many different sports?

A survey recently showed that, based on world rankings that took into account 50 of the most popular professional sports, the Czech Republic had a higher percentage of top–class sportsmen/women than any other country in the world.

Perhaps, though, this is not so surprising when you look at the country’s heritage. As far back as anyone can remember there were famous Czech sports people; Emil Zátopek, Věra Čáslavská, Jarmila Kratochvílová, Dana Zátopková, Martina Navrátilová,

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Ivan Lendl, Jan Železný, the list is endless and these are not just famous names but legends! And so many are women!

With such a heritage, and such an infrastructure born out of that heritage, it is hardly surprising that the Czech Republic is still known in many parts of the world because of one or other sports people.

How many of us have said that the first thing that we knew about the then Czechoslovakia was when Martina Navratilova burst onto our screens!! Such is still the case.

In past ‘It’s a Woman’s World’ editions we have concentrated mainly on women that have made their

name in business/politics and/or the Arts. This is not because we have disregarded Sport, but more because these sporting legends are already so well known. Our aim, therefore, is to look for women who may not be household names, but who, in their own way, are making it to the very top.

Women such as: Kateřina Neumannová Lada Kozlíková Iveta Benešová Dana Zátopková Štěpánka Hilgertová Lucie Hrstková Kamila Bedáňová Ludmila Formanová Ilona Hlaváčková Lenka Šmídová Milada Špálová Pavlína Hamáčková Denisa Ščerbová Nikola Brejchová Our Sports edition will be out late in the year and with so long still to go, there is every chance that some new names are going to come to our attention by the time that we get to it... and you may have other ideas! Let us know at email info@clubmagazine.cz if you have some special sportswomen to tell us about.

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introduction

THE COMPETITION As we have already said, over the course of the year we will concentrate on each of the sections, interviewing and talking about women who are making a name for themselves in their own particular field. Whilst we will do our best to find the best women in each category, we will be happy to have suggestions from you, the readers, and if we get enough of them, we will do our best to talk to these women too, so that we get as wide a range as possible in each field.

At the end of the year, we will then ask our celebrated panel of judges to vote on the women named in each category, and others that have been suggested to us over the year, to find the ‚ Women of the Year’ in each section ‚Business and Politics’, ‚Media and Communication’, ‚The Arts’ and ‚Sport’. These women will be celebrated at an awards ceremony to be held in February, 2006.

You will be able to read more about our judges and the event in the first edition of next year, and readers will be able to apply for tickets to attend the event and see for themselves some truly special Women of the Year!

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partnership event

From left: the Rev. Dennis Holtschneider, C.M., President of DePaul University and Peter R. Loewenguth, President of CMC

DEPAUL UNIVERSITY President Visits the Czech Republic The newly elected 11th President of DePaul University, the Rev. Dennis Holtschneider, C.M., recently visited DePaul’s operations in the Czech Republic, a partnership with CMC Graduate School of Business, which offers one of the leading, top–ranked MBA programs in the Czech Republic. During his 5–day visit the Rev. Dennis Holtschneider met with students, alumni and CMC board members, including Martin Jahn (MBA ’98), Deputy Prime Minister for Economic Affairs and former CMC Trustee, as well as Michael Friedrich (MBA ’94), CEO of McDonald’s Česká republika. Additionally, President Holtschneider met with sponsors and partners, including Jack Stack, CEO of Česká spořitelna. President Holtschneider also toured CMC and met with representatives of the U.S. Embassy and Laurie Spengler, member of the CMC Board, Managing Director of the Central European Advisory Group, and President of the American Chamber of Commerce.

From left: Jay Baartz, Martin Váňa, Jan Mikan, the Rev. Dennis Holtschneider, C.M., Jan Široký and Jitka Kafková

From left: Zuzana Hronová, the Rev. Dennis Holtschneider, C.M. and Peter R. Loewenguth

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profile

Who are CZECH CENTRES?

Czech Republic Václavské nám. 816/49, 110 00 Prague 1 tel.: +420–234668211 fax: +420–234668215 E: info@czech.cz www.czechcentres.cz

Germany–Munich E: ccmunich@czech.cz www.czechcentres.cz/munich

Belgium–Brussels E: ccbrussels@czech.cz www.czechcenter.be

Italy–Rome (from April 2005) www.czechcentres.cz/rome

Bulgaria–Sofia E: ccsofia@czech.cz www.czechcentres.cz/sofia

Great Britain–London E: info@czechcentre.org.uk www.czechcentre.org.uk

Netherlands–Hague E: cchaag@czech.cz www.czechcentres.cz/hague

France–Paris E: ccparis@czech.cz www.centretcheque.org

Poland–Warsaw E: ccwarszawa@czech.cz www.czechcentres.cz/warsaw

Hungary–Budapest E: ccbudapest@czech.cz www.czechcentres.cz/budapest

Austria–Vienna E: ccwien@czech.cz www.czechcentre.cz/vienna

Germany–Berlin E: ccberlin@czech.cz www.czech–berlin.de

Romania–Bucharest E: ccbucuresti@czech.cz www.czechcentres.cz/bucharest

Germany–Dresden E: ccdresden@czech.cz www.czechcentres.cz/dresden

Russia–Moscow E: ccmoskva@czech.cz www.czcenter.ru

Russia–Czech House E: ceskydum@czech.cz www.czechcentres/ceskydum Russia–OTS Čertanovo E: otscrasr@centrum.cz www.czechcentres/certanovo Slovakia–Bratislava E: ccbratislava@czech.cz www.czc.sk Spain–Madrid E: ccmadrid@czech.cz www.czechcentres.cz/madrid

Sweden–Stockholm E: ccstockholm@czech.cz www.czechcentres.cz/stockholm Ukraine–Kiev E: cckiev@czech.cz www.cckiev.com.ua USA–New York E: info@czechcenter.com www.czechcenter.com

More information you can find on the internet at www.czechcentres.cz

The mission of the Czech Centres is to provide a presentation of the Czech Republic abroad, prima– rily in the areas of culture and education, the support of external economic relations and as a source of quality information on the Czech Republic.

Within the areas of culture and education, the Czech Centres focus on increasing awareness about the Czech Republic as a country with a rich cultural heritage and with the ability to develop its traditions but, at the same time, as a modern and innovative country capable of introducing and incorporating new values. Within the framework of these activities, we place our efforts on organizing exhibitions, concerts, film projects, literary readings, lectures, get–togethers, seminars and panel discussions.

We inform of an educational system and study possibilities in the Czech Republic, arrange courses of the Czech language and provide information of possibilities to study the Czech language and Czech studies in the countries of the CCs acting as well as in the Czech Republic. We arrange meetings of students and co–operate with Czech students during their study stay abroad In the area of external economic relations, we share in the creation of favorable conditions for promoting the Czech Republic’s commer– cial interests. We provide general information of the Czech Republic in the field of economy and trade (macro–economic indicators, information of foreign trade of CR, customs rates; we borrow technical literature etc.).

We arrange contacts to institutions and organizations acting in the Czech Republic which deal with the trade and business support.

We publish a trade demand of business entities in a database situated at www.export.cz, used by firms in the Czech Republic as a source of new business contacts gaining.

Within the travel industry, we support an image of Czech Republic as an attractive destination for tourists and as a country with a well–developed infrastructure and a solid foundation of tourist services. As compared to specialized travel agencies, we focus our activities primarily on the area of public diplomacy. We arrange actions promoting a deve– lopment of international tourism. We provide general information of the Czech Republic (location, population, system, regions and their places of interest, etc.) and of transport, accommodation, catering, current cultural and sport possibilities in the Czech Republic. We provide contacts to Czech incoming travel agencies.

Our strategic goal is to create a good reputation and positive image for the Czech Republic and thus we will continue in our endeavors to increase the quality and scope of the services and activities that we offer in order to successfully continue with our professional presentation of the Czech Republic abroad.

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MUDr. Jaroslav Barták, General Secretary Lions Club and President Poliklinika Modřany, Ing. Josef Vozdecký, General Director Bohemia Sekt, JUDr. Vladimír Mečiar, former Prime Minister of Slovakia, Benke Aikell, your Publisher and Dr. Martin Kratochvíl, President Bonton

social event/charity

Lions Club Prague Eagle

CHRISTMAS EVENING

JUDr. Marie Klečková, Lawyer, Irena Javornická, Assistant to Dr. Barták and Jitka Novotná, Vice President of Lions Club and Poliklinika Modřany

From left: JUDr. Vladimír Mečiar, former Prime Minister of Slovakia, MUDr. Urbani, Vice Chairman HZDS and H.E. Ladislav Ballek, Ambassador of Slovakia

Her Magnificence Doc. Ing. Jaroslava Durčáková, CSc., Rector University of Economics, Prague and Ing. Jiří M Kunert, General Director Živnostenská banka

From left: Dr. Martin Kratochvíl, President Bonton and Ing. Josef Vozdecký, General Director Bohemia Sekt

From left: H.E. Ladislav Ballek, Ambassador of Slovakia, Count Jan Dobrzensky, Owner of Chotěboř castle, H.E. Noel Lehoko, Ambassador of South Africa, JUDr. Jaroslav Šátral, Judge, Municipal court, Lenka Bartáková, Mrs. Lehoko, Dr. Václav Kadeřábek, Security Director Eurotel and Mrs. Kadeřábková

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From right: Colonel JUDr. Jiří Staněk, former Chief of Prague Police, MUDr. Jaroslav Barták, General Secretary Lions Club and President Poliklinika Modřany, Ivana Zemanová and Ing. Miloš Zeman, former Prime Minister of the Czech Republic

social event charity

Lions Club Prague Eagle

CELEBRATES MILOS ZEMAN’S 60 YEARS Assistant to Mr. Bílý and Colonel JUDr. Jiří Staněk, former Chief of Prague Police

From left: Army General Karel Pezl, former Chief of General Staff, Colonel JUDr. Jiří Staněk, former Chief of Prague Police, Ing. Miloš Zeman, former Prime Minister of the Czech Republic and Jaroslav Barták, General Secretary Lions Club and President Poliklinika Modřany

L

From left: Ing. Branislav Béreš and Ing. Antonín Bartošek, General Director Abart

MUDr. Antonín Pečenka, Director VZP and Ing. Ladislav Friedrich, General Director OZP

Lenka Bartáková and Ivana Zemanová

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interview Interview with Petr Kousal, Chairman of the Board of Directors and General Director of Czech railways

Even my free time is planned according to an exact schedule

The management of Czech Railways is planning a transformation into a holding company. What are the advantages of this structure?

The holding company is a common model even for advanced WesternccEuropean railways.

First of all, the transformation was approved in the company’s long–term plan and it is also part of the business plan. The main advantage of such step is that you can preserve the synergic effects of the whole organisation and at the same time allow each of the subjects specialised on a particular segment of the market within the holding company – be it cargo, personal traffic or infrastructure enterprises – a certain degree of independence. It even allows other partners to enter the company.

And when should the transformation take place?

It could be at the beginning of 2006, but this needs to be approved by the government. We are waiting for the government’s position now.

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Currently, the biggest topic for the media in connection to Czech Railways is that the collective agreement for 2005 has not been negotiated. How will the situation develop further?

Czech Railways is the biggest company in the Czech Republic. Currently, we employ 72,000 people. We lay off 5,500 employees every year and the same is planned for 2005. This is happening due to our savings plan but has to be particularly negotiated with our trade unions. That is why we suggested not only this number of employees that we intend to lay off but also a 5 percent pay raise. Only the Engine Drivers Federation, one of the six trade unions, has not approved this agreement, which is why the collective agreement for this year has still not been signed.

This is quite an unpleasant situation for the employees…

The agreement has been signed with five unions so far. We will be waiting until the end of February

for the sixth one to be signed. If this does not happen, we will start negotiating again. At present, the treatment of employees is implemented under the labour act, i.e. without all the benefits Czech Railways employees usually have.

Could you describe some of these benefits?

For instance, they lost an extra one–week holiday a year, a health package, and lunch contributions – therefore, you will not find that many people in the canteen these days. It is a situation we are not happy about as it increases restlessness, which can cause low–quality work.

In connection to the Czech Republic joining the European Union, another problem appeared: the significant rise of truck transport to the detri– ment of railway transport. How do you think it is possible to deal with this problem?

The solution of this problem is beyond the power of Czech Railways. Since May 1st, 2004 we have lost transport of trucks from Lovošice to Dresden because there was no interest in this service – the waiting at the border–checks disappeared. Then we have the question of harmonisation of conditions for exter– nal transport providers and Czech Railways, which can be achieved only in the framework of legislation. It is beyond the capacity of Czech Railways.

But is Czech Railways trying to deal with the situation itself anyway?

Czech Railways is trying to offer better services.

We have undertaken a tender worth more than CZK 1.2 billion to renew our fleet. We are also providing more than CZK 1 billion on renovation of our existing cars. We provide new offers and interesting discounts on different means of transport. We have analysed the market and we try to co–operate with other carriers and with the foreign railways. We try to address this problem through proactive policies.

Czech Railways had been losing its customers for several years. After a long period, last year was different and you actually got new customers. What will you do for this trend to continue?

First of all, I am very happy that the trend changed direction. The trend actually started in the middle of 2003 but it was first in 2004 when there was a really phenomenal rise of customers.

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interview I do not think it is caused by a different standard.

It is more a question of habit. In Switzerland, even highly ranked executives take the train. I think this will be the case in the Czech Republic one day, too.

The integrated transport system may help this as well. The manager trains between Prague and Ostrava are already used quite frequently.

It would also help if Czech Railways had the same conditions as coach carriers and got the same support. Of course, this problem is also caused by the condition of our trains.

How is it possible to improve the image of Czech Railways?

I have to acknowledge that Czech Railways has not really gained the sympathies of the public in the past. However, in the last two years we have not burdened the taxpayers with a single crown because our cash–flow is good. I think our image will be improved thanks to the new cars that we plan to purchase. And our colleagues from the press department are also working well on improving our image.

Before you became the General Manager of Czech Railways, you worked abroad. Can you tell us more about this experience?

I was working in Bratislava as the first deputy after the split of Czechoslovakia. Then I was sent to the office in Vienna. The function of a first deputy can be described as a prolonged hand of the CEO. How often do you travel by train?

I come from Prostějov, which is almost

With regard to the volume of cargo transport, Czech Railways is Europe’s number four after Germany, France and Poland. Every Czech – be it a baby or an old person – travels by train on average 18 times per year, which is what ranks us among the developed countries.

The system of discounts for personal passengers seems to be quite complicated. Will it not discourage occasional customers?

I do not think that our discounts are complica– ted. Actually, they are even more complicated in the west! For instance, in the west, a ticket purchased for peak–hour would not be valid at noon. We try to make our system easier. There are information centres at every station where you have a board to look up the most suitable discount.

A lot of people prefer to travel by car even though the train connection may be more favourable or even faster.

I understand every person’s decision.

For instance, it is now possible to travel by so called car–trains on tracks such as Prague – Split or Prague – Poprad. We want to please those that want to travel by car but who also want to take advantage of the train.

When you compare the Czechs to some other Westerners, it seems that here people at a certain career position or professional level simply have to drive a car instead of travelling by train.

What do you think is the reason? Is there a different standard on Western trains?

300 kilometres from Prague, so I have to travel home. I travel both by train and by car. The reason I sometimes travel by car is that I visit a number of railway stations or regional offices during my journey. I also visit the regional governors.

We have to have good contacts. I also use the train for my business trips abroad.

What is it like to be a General Manager of a company as big as Czech Railways?

It is, first of all, a great deal of responsibility and a big workload. It also means losing privacy and working even during weekends.

How many hours a day do you work?

I regularly start working at 8:00 and come home at about 11:00 in the evening.

Do you have any time left for hobbies?

On Mondays I play tennis and on Tuesdays I play football. Over the weekend in Prostějov, I sometimes go to play tennis with my friends.

So even your free time is planned according to an exact schedule?

Yes, that is right, even my free time is planned – even time for my wife.

By Tereza Hořejšová I

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interview A Talk with MUDr. Martin Jan Stránský, MD, FACP, doctor, publisher, commentator, public citizen

RENAISSANCE MAN IN THE 21 CENTURY ST

Martin Stránský might just be the busiest man in the Czech Republic – maybe even in all of Europe.

Not only does the 48–year–old, New York–born neurologist run his own medical clinic in Prague, he also publishes The New Presence, one of today’s most respected political and social commentary journals. On top of his regular duties as a doctor and publisher, Stránský somehow finds the time to visit the United States to teach medical students and run the foundation he established to promote civil liberties. Did we mention that he also crafts groundbreaking political theory? Club Magazine recently caught up with the Czech Republic’s own Renaissance Man. Here’s what Stránský had to say about publishing, practicing medicine, and shaping the perfect democracy.

You seem to wear several different hats: doctor, publisher, commentator, musician. Would you like to explain in better detail all the things you’re involved in?

Being a physician is a vocation, not a profession.

You really never stop being a doctor. I run a 25 physician clinic in Prague (www.poliklinika.narodni.cz), where I have my own practice. About five times a year I travel to the United States to work and teach at Yale or at affiliated institutions, where I am part of a uni– versity affiliated faculty group. This is a great way for me to stay up–to–date, since I get a full plate of work – patients, running clinics, and working in the lab. I also love to teach. At Yale I teach medical residents, and at Charles University in Prague I teach medical students. Twice a year, I teach at St. George’s University, a medical school with students from over 20 countries,

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located in Grenada in the Caribbean. I also travel to Africa, not just to explore, but to talk with doctors and see patients.

To me, that’s what patient care is really about – delivering and caring for the disadvantaged.

When I came to Prague fifteen years ago, I was the first US–born and trained physician to arrive and stay in over 50 years. As a result, I became a sort of curious attrac– tion, immediately becoming health advisor to everyone, from the Office of the President to Ministers to commissions. Sometimes, you don’t have to be good, you just have to be first. Today, my contacts continue to expand, as does my involvement. Unfortunately, the Czech medical system and the doctor’s union here are in shambles. The political will, ability and consensus needed to fix them are not yet in sight, and so I’m focusing my energies on individual projects and hospitals.

The rest of what I do is due to my family, which was quite prominent during the First Republic (1918–38). My great–grandfather Adolf founded the oldest Czech paper over 100 years ago (Lidové noviny), and was Czechoslovakia’s first Minister of Commerce. My grandfather Jaroslav continued in the publishing tradition, and served as Minister of Justice and then of Education just before 1948, when the family had to flee again for political reasons. My father Jan co–founded the Czech desk of Radio Free Europe. My father and my grandfather spent their lives in exile, fighting for a free Czechoslovakia and for a time when these words could be written in Prague.

Because of the family publishing gene, shortly after arrival I resurrected one of my grandfather’s magazines Přítomnost (www.pritomnost.cz) and later, it’s English–language version, The New Presence (www.new–presence.cz). Both are quarterlies that present and analyze significant political, social and economic issues of the region. We have a great circle of authors, and I’m happy to say that both magazines are not only doing well, but are fairly mandatory reading in some circles. Přítomnost was voted the best magazine in the Czech Republic by students of Charles University.

As you can imagine, all of the above eventually pushed me to be active in the civic sector as well.

I remain fortunate in that my columns – in which I usually focus on a politician or single issue – continue to be published. I’ve also started a foundation aimed at promoting civil liberties, which initiates and finances lawsuits in the public interest (www.nfstransky.cz), and which has several prominent legal thinkers, including former Czech supreme court justices, on its board.

You wrote a controversial essay entitled “Czechs Don’t Want Democracy”, which ended up running in several different languages in publications across the globe. Explain the main points made in that article.

The essay analyzed the current state of political and social affairs. It examined ten main points as to their cause, such as the fact that in their history, Czechs never really experienced full democracy. Hence the title, since you can’t realistically want a political system, before you have at least understood it and everything it entails, to a reasonable degree.

Though freedom is the necessary precondition for democracy, beyond that, it has nothing to do with it.

In their history, Czechs essentially always existed as part of a supra–national state (which is why they will do very well in the EU), in which someone always told them what to do, while at the same time, allowing them to play in their own sandbox. Though this allowed them to be individually and economically successful, such a history created distrust of institutions and authority, since they were always controlled by external forces. It also created an inward–looking nation with a “cottage mentality,” in which the emphasis is on family and self, rather than on community and values. All of this led to the suppression of national identity and society.

Today, Czechs still don’t know what it truly means to be Czech. Furthermore, this also explains why corruption, disrespect for rule of law, and lack of basic decency in interpersonal dealings continue. Today, the Czechs, and not the Nazis or Russians, are their own worst enemies.

One of the subjects you touch upon in your essay is the fact that the country has atheistic underpinnings rather than religious ones. What role do you think religion plays in modern democratic countries, and why do you think that the lack of it may have stunted the growth of democracy in the Czech Republic?

There is not a single case of a functioning democracy in which the church, or faith, is not on firm ground.

This is not to say, that you must believe in God to have a successful democracy, but simply that you must believe. Democracy is associated with a belief that there exists a higher order of principles, and that our laws and statues are relevant to these principles, which gives them a sort of higher authority of their own. For example, in the USA, the national motto is “In God We Trust”, whereas the Czechs, who were systematically forced to change religions over time, only to finally have religion officially abolished, have as their motto (on the National theater) “Nation Unto Self.” This lack of belief, along with an inward–looking society, hinders the develop– ment of qualities needed for successful adaptation and integration.

Do you think a country like Ukraine, which underwent

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interview its own “Velvet Revolution” recently, has more or less a better starting point toward real freedom than the Czech Republic did in 1989? Why or why not?

The Czechs did taste the beginnings of democracy briefly for 20 years from 1918 to 1938, and have been exposed to some of its principles during the past 15 years. This was not the case in Ukraine, where there has been essentially only Czarist, communist, and clan–like rule for hundreds of years. This, along with the fact that the Czechs are already in the EU, as well as the negative influence of neighboring Russia, which is reverting and not progressing as far as democracy is concerned, “means that Ukraine probably will encounter even more difficulties than are facing the Czechs.”

Have any Czechs who have read the essay given you a hard time about its content? What are their main disagreements?

Actually, only a few. This is not to say that many more did not agree with me. However, I believe that they preferred to stay silent, as is often the case.

Have any Czechs told you that you were right on the money with the essay?

More than those who disagreed. But again, even with a positive response, most kept it to themselves.

You’ve established several exchange programs for medical students and doctors. Would you like to tell us about them?

First, there is a very popular three week program in which U.S. and international medical students come to Prague (www.sgusom.hyperlink.cz). In the morning, they visit different hospitals and facilities, and in the afternoon, they attend discussions focused on patient care and on different health care models. To–date, we have had over 500 students

from over 17 medical schools attend, including from Australia. As part of the program, the students have also had discussions with present and past Ministers of Health as well with US Ambassador Cabaniss. I also direct another program which exchanges graduate physicians between Yale and Charles Universities.

What do you think is the most important thing medical students can gain from participating in one of your programs?

Particularly the US students come to realize, that medicine in the States is not the rule, but rather the exception. They also realize that the rest of the world is not the distant phenomenon that we make it to be from within our shores in the US, but rather, that from a world perspective, it’s the other way around.

You’ve worked in the Czech medical system and the American one. What are the strengths of both systems?

Even though the Czech system is in huge crisis, for the dollar they do a far better job of delivering care than does the US. The strength of the US system is, that from the technological and academic standard, it essentially dictates the parameters of healthcare worldwide.

What about the weaknesses?

The Czech system, without its controls, is very uneven as far as meeting a homogeneous pro– fessional standard. You have excellent physicians next to ones that are questionable, a good department next to a poor one within a single hospital, etc.

In the US, the greatest weakness is that there are 40 million people without health insurance, and a culture of malpractice fueled by greed that is driving up the costs.

You were born in America, and yet you come from a very strong Czech lineage. Do you ever feel you identify more closely with one culture over the other?

If so, in what areas? For instance, do you feel that you identify better with the Czech ideal of family life, rather than the American?

I have a Czech heart and an American brain.

The New Presence continues to survive, despite the diminished odds of publishing success in Prague.

Why do you think you’ve made it this long, while publications like The Pill and the Prague Business Journal failed?

As opposed to other publications, a magazine of this type is, from its outset, dependent on sponsor– ship, be it in the form of grants, individual contri– butions, or projects. Each year is a struggle, but because of the uniqueness and the quality of the magazine, we’ve managed to secure some funding year on year.

Our subscribers continue to grow in numbers, but they still will only cover a slight percentage of the costs, so we are always looking out for sponsors.

What do you like to do when you’re not working as a doctor, editor, or musician?

Sleep, and dream.

Given that you’re doing so many different things, how did you even find the time for this interview?

Sometimes I feel that I can stretch the day into 30 hours. And I am fortunate to have a created a great team of people who believe in all of the things that we do, and who are organizationally adept.

Without them, I couldn’t do what I do.

By Jennifer Anne Perez I českou verzi naleznete na www.clubmagazine.cz

Office Park Nové Butovice - Building B OFFER TO LEASE 8,850-SQM OFFICE PREMISES AVAILABLE NO LATER THAN MARCH 2005 High standard 8,850-sqm premises to lease 9 above-ground storeys Typical floor area: 1,053 sqm Underground parking Flexible floor plan 24-hour security service

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Office Park Nové Butovice:

- Right at a metro station (Nové Butovice, B line) - Urban transport bus stops - The adjacent D5 Motorway - Within a 10-minute car drive from the Ruzyně international airport A German school in the vicinity

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gala concert

Mrs. Jennifer Larmore, Mezzo–soprano

Overwhelming success and a standing ovation for

Jennifer Larmore 84

Mezzo–soprano, at Obecní dům Prague

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From left: Mrs. Jennifer Larmore, Mezzo–soprano, H.E. William J. Cabaniss, Ambassador of the USA and Mrs. Catherine Cabaniss

From left: Josef Santin, Anwar El Ahmad, Manager Central Europe Four Seasons Travel, Rupprecht Queitsch, General Manager Marriott Paris and Benke Aikell, your Publisher Mr. Urban Styf with wife Patricia Curutchet Styf, President and Country Manager Ericsson ČR

In the middle H.E. Artur Avnon, Ambassador of Israel, (left) Mrs. Dinah Avnon, and (right) H.E. Eve–Külli Kala, Ambassador of the Republic of Estonia

L

From left: Mrs. Meda Mladek, President of Jan and Meda Mladek Foundation and Director of Museum Kampa, with Mrs. Jennifer Larmore, Mezzo–soprano

From left: Iva Drebitko, Architect, Mgr. Taťána Čechovská, Managing Director Panart, Jennifer Larmore, Mezzo–soprano, H.E. Eve–Külli Kala, Ambassador of the Republic of Estonia, Anne–Marie Queitsch and the man behind all these beautiful ladies Rupprecht Queitsch, General Manager Marriott Paris

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Mrs. Jennifer Larmore, Mezzo–soprano and Conducter of this evening concert, Marco Guidarini

From left: Jan Krč, First Secretary Embassy of the United States of America, Marco Sipione, Accenture Central Europe, Iva Drebitko, Architect and Monika Štěpánová, Cultural Department Goethe Institute Prague From left: Anne–Marie Queitsch, Nils Jebens, Owner Kampa Group and Otýlie Palátová, Weil Gotshal und Manges

From left: Eva Anderová, General Manager The Prague Post, Jan Bičej, Accenture and Michaela Anderová

From left: Michael Hahn, Counsellor for Press Cultural Affairs, U.S. Embassy, Mrs. Jennifer Larmore, Mezzo–soprano and H.E. Federico Salas, Ambassador of Mexico

From left: PhDr. Ilja Šmíd, Director Prague Philharmonia, Dana Wagnerová, Orchestra Manager Prague Philharmonia and Petr Wagner, Musician

From left: Philippe Rucheton, Member of The Board, Executive Director, Strategy and Finance KB, Pavel Smutný, Lawyer and President of the Opera ND Friends Club, Magdalena Souček, Deputy Head of AABS of Ernst & Young, Jaap Aardse, Managing Director Ardsco and Marco Sipione, Accenture Central Europe

11.2.2005 11:59

Stránka 1

Culinary delights Culinary delights

club magazine

Executive Chef Zdeněk Pohlreich recommends

STEAK NIGHTS Wednesdays, 6.30 p.m. – 10.30 p.m.

Each Wednesday you can choose yours from our gallery of steaks and let it be prepared exactly in the way you like it. A rich salad bar and traditional steak side dishes are a matter of course.

The price includes desserts and a half a litre bottle of red Cabernet Sauvignon.

Price from CZK 595 / person

Brasserie Praha Opening hours 06.30 a.m. – 11.00 p.m.

Reservations 222 881 212

Prague Marriott Hotel V Celnici 8, Prague 1 www.marriott.com

SECRETS OF TASTE As of March, once a month, we will provide you with the opportunity to learn the secrets of taste from our Executive Chef Zdeněk Pohlreich.

Discover how to distinguish the individual tastes and how to combine the ingredients correctly.

Reservations: Irena Slavíková Tel.: 221 822 105 rhi.prgrn.asst.fb.mgr@renaissancehotels.com

Renaissance Prague Hotel V Celnici 7, Prague 1 www.renaissancehotels.com

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interview A Talk with Miroslav Ondříček, Film–maker

THE STORY OF FILMMAKER

Miroslav Ondříček - an American from Žižkov What was your childhood like?

I was born in 1934 in a prominent neighbourhood of Žižkov. I call it prominent because many people coming from this neighbourhood became prominent during their lives. It is a very nice and elemental neighbourhood.

My father was also born in Žižkov and met my mother there, so we were a family from Žižkov. My father had a barber’s shop and my mother had a millinery store. She was like a character from “Hello Dolly.” As both professions are focused on people, I grew up in a very sociable environment. My mother was also fond of theatre and my father loved cinema. I enjoyed it very much.

So, everything connected with cinema was very natural for you?

Yes, the whole environment, including my friends, was conducive to my professional orientation. Times were different. I went to school during the war, the Second World War (laughing…). My best friend was Míla Čvančara, from the famous family Čvančara, the cinema owners.

His family had a film–lending house, so we were watching movies in the basement and also in the courtyard. At that time, I spent seven days a week in the famous cinema Tábor in Žižkov, a typical cinema that is very different from cinemas today. In the summer time, the door was opened and in the winter, there was stove heating. I was smitten with that atmosphere and that is how my love for movies began.

Could you describe the journey from your fascination with “moving pictures” until you became an assistant cameraman?

It was quite a long way. My mother was concerned about the future of the family business so she wanted me to study at a two–year business school. However, the political system changed in February 1948. I was not admitted and “...was supposed to get as close as possible to the labour class in the first time.” So, they sent me to the camera factory Eta and later on to the private locksmith’s shop Malik.

But my desire to do film had not disappeared.

Therefore, I joined the film industry as a supernumerary in Alfréd Radok’s movie “Daleká cesta” (Distant Journey, 1946) and in Václav Krška’s movie “Posel Úsvitu” (Messenger of Dawn, 1950), and I played a barricade man (directed by V. Krška again ) in “Revoluční rok 1848” (Year of the Revolution 1848, 1949). It was not until 1950 that I reached the lab in Barrandov. From here I was sent to Grafofilm state company, in Jáma, where I was finally able to finish my training. I made copies of documentaries and news images.

What about the camera?

My career break happened when I started to work for prominent movie makers as an assistant cameraman.

I took up with cameraman Tuzar and worked together with Frič, Krška, and Vláčil. You live with them and watch them work. It requires patience and punctuality, which is both challenging and demanding. I also participated in a movie short based on a novel written by Bohumil

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interview the gorgeous ones include “The Best Years of Our Lives” (William Wyler, 1946), “Stairway to Heaven” (Michael Powell, 1946 ) and the Czech movie “Měsíc nad řekou” (Moon over the River, Václav Krška, 1953).

Your son, David, has made a few very successful movies. What do you think about his production?

Of course I support my son very much. Nonetheless, I have no recommendation for him. You don’t expect him to listen to me, do you? (Laughs) Is there something you would like to say to young filmmakers?

Making movies is really hard work, you know. So, I would like the guys hunting for money for movie production to know that I am supporting them a lot.

I consider it a big act of heroism. Strictly speaking, you are not doing anything else during your life but bearing your destiny. Just don’t screw it up.

By Pavlína Holancová I

HONOURS: Hrabal “Perličky na dně” (Pearls of the Deep, 1965) as an assistant cameraman. I was very lucky to collabo– rate with the generation of moviemakers who were eager for changes. And the most important point is that I started working with them at a time when I already was a filmmaker myself.

Could you bring us a little bit closer the atmosphere of sixties and seventies? How did you perceive it?

English new wave, French new wave, German new wave, the “sixties” were everywhere. When it comes to censorship, the cameraman is in a different position.

We, as a profession, have different issues. We help tell the story. However, it was important that our generation was influenced by Jaroslav Kučera, Josef Střecha, Jan Čuřík and Jaroslav Tuzar, and these people helped change the story–telling style of Czech filmmaking under the influence of Hungarian, Italian, French and obviously American new wave. The effort to change the story–telling style was global.

What is your relationship to the United States and “American culture”?

I like the United States. I feel like an American from Žižkov. There used to be a US Representative House where the Casino in Příkopy is today. Me and my friends – boy scouts – visited it regularly and put the news about the US on a board in school. The Bolsheviks had not changed everything immediately; it took them a whole generation. I assume that it will take at least a generation to repair all the damage.

What were your first impressions of the US? This year, it will be exactly 35 years since my first visit to the United States. I was both stunned and fascinated by the cosmopolitan environment. It was in 1970 when I came to work with Miloš Forman on “Taking Off”. I remember getting off at J.F.K. airport in New York, which was freshly built, and walking down the wooden board to the hall. I was totally astonished after arriving in Greenwich Village that people were not used to locking their doors. In the mass of Hispanic Americans and Afro–Americans, I felt like I was in a fairy–tale. It affected my future work.

Later on, my assistant cameramen were Hispanic Americans because I loved to work with them.

They have sort of a “Slavonic sense of humour” – they are a little bit sarcastic.

So it was love at first sight?

No, not at all. Initially, I hated America. It was only after two months that I realized it was all about tolerance and I got used to it. There was a situation when me and my friend Ivan went for a beer during the presidential election. Some American guy, although he heard our accent, asked us who we were going to vote for. So, this is the feeling. Americans are not afraid of not being polite. I take it as a game; however they are not afraid to play it. Therefore I love America.

In this context, what do you think about Moore’s “Fahrenheit 9/11”?

I am kind of a liberal conservative. I am certainly not rightist, but I consider this movie only as propaganda, similar to what we made during the communist regime.

It is an American election so it is up to them for whom they cast their vote. I find it weird that Europeans should advise America for whom Americans should vote.

How do you perceive current Czech filmmaking?

Filmmaking is a natural part of each society. I think that the situation of the 90s is not reproducible. It was a historical moment that happens only once. Although property changed hands quite rapidly, the whole society cannot be changed in a similar way. There is a deeply established human laziness in the Czech society; kind of “it will somehow work out…” Regarding the cinema, it appears to me that the current filmmaking generation has not found its critical eyes yet. No enemy, no ideas.

What is current Czech filmmaking missing the most?

Systematic governmental support. It seems like the Czech government has not recognized film’s social influence, and thus does not support it sufficiently.

The current political representatives should realize that the younger generation is being especially influenced by cinema. There were a lot of movies made with the aim of deforming history during the totalitarian regime, when the regime used it solely for their ideological purpose.

Apparently, it is essential to enable current filmmaking production to return back to unbiased history. However, without government subsidies, it is impossible. The movie is not just a PC game; it has to have a message.

Could you tell us your favourite movies, both Czech and international?

I fancy the whole range of movies! (Laughs). It’s really very difficult to choose one of them. So, randomly

G The

International Movie Festival in Barcelona Award (for the coloured movie)

G The

International Movie Festival in Cannes Award – Golden Palm “The Firemen’s Ball” (Hoří, má panenko, Miloš Forman, 1967)

G The

Czech Movie Festival in Brno Award “Dvojí svět hotelu Pacifik” (Janusz Majewski, 1975)

G The

Teen Movie Festival in Banská Bystrica Award “Dvojí svět hotelu Pacifik” (Janusz Majewski, 1975)

G2

Oscar nominations (“Ragtime”, Miloš Forman, 1981 and “Amadeus”, Miloš Forman, 1984)

G British

Film Academy Award (Amadeus, Miloš Forman, 1984)

G Golden

Mask Award (Amadeus, Miloš Forman, 1984)

G The

Czech Lion Award – “Český lev” (1999)

G The

International Movie Festival in Macedonia Award (2001)

G The

American Society of Cinematography – International Achievement Award (2004)

G The

International Movie Festival in Karlovy Vary Award (2004)

českou verzi naleznete na www.clubmagazine.cz

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surprise party

A toast from Václav Klaus, President of the Czech Republic, to Karel Muzikář

65 birthday of Karel Muzikář Sr, th

President of Comenius

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From left: All the best from Jiří Šimáně, CEO Unimex Group, to Karel Muzikář, President of Comenius and today 65 years

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From left: Karel Muzikář, President of Comenius, Lucie Čadilová, City of Prague and Václav Klaus, President of the Czech Republic

From left: Karel Muzikář, Managing Partner WGM, Jan Světlík, CEO Vítkovice, a.s., Karel Muzikář, President of Comenius and Zuzana Habánová, ČSA From left: Zdeněk Škromach, Minister of Labour and Social Affairs and Karel Muzikář, President of Comenius

From left: Martin Roman, CEO ČEZ chatting with Radek Pokorný, Pokorný & Wagber

From left: Karel Muzikář, President of Comenius and Pavel Bém, Lord Mayor of Prague

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From left: Jaroslav Míl, Chairman Union of Industry, Arnošt Thon, Alena Vitásková, Pražská plynárenská, Pavel Bém, Lord Mayor of Prague and Eda Kauba, Creative Director EURO–RSCG

From left: Karel Muzikář, President of Comenius and celebration of his birthday, Sharon Muzikářová, Zita Muzikářová, Natalie Muzikářová, Karel Muzikář, Managing Partner WGM and Václav Klaus, President of the Czech Republic

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Marilyn Monroe arrives and the paparazzi are happy

gala dinner/charity event

THE FUND FOR EDUCATION HAS THREE GOALS: To support Czech education To support charitable projects that benefit children in need To support ISP students and ISP special projects Program in support of Czech education The Fund for Education awards grant for projects that support the professional development of teachers, strengthen leadership in school, introduce new educational methods into schools and improve access of disadvantaged groups to education. Over the past three years, the Fund has distributed more than 2.5 million CZK in support of Czech education.

Roll out the Red Carpet!

92 Jaelee Watanabe, Frank Watanabe, Managing Director Eli Lilly, Patricia Stack and Jack Stack, Chairman of the Board and General Manager Česká spořitelna

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Michal Heřman, CEO Eurotel, with wife Laurie J. Spengler, President of American Chamber of Commerce and H.E. William J. Cabaniss, US Ambassador

From left: Ruud Jona, CEO Philips Czech Republic and Central Europe and Farhan Farugui, General Manager Corporate and Investment Bank Citigroup

Alexandra Lobkowicz, Board Chair Fun for Education and Robert Landau, Director ISP

Jeroen Markink, Makro and Jaap Van Vreden, Ahold

From left: Ulf Sjoblom and Jonas Hedberg, Managing Director Oriflame Czech Republic

Thomas Christensen, Hempel, Helen Christensen and William Lobkowicz

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gala Christmas dinner event

Tony Brennan, Moderator, Jo Weaver, Chairman of the British Chamber of Commerce and H.E. Linda Duffield, Ambassador of United Kingdom

STARRY NIGHT with British Chamber of Commerce

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Jo Weaver, Chairman of British Chamber of Commerce and Benke Aikell, your Publisher

Jeremy Long and his BISP Choir

Peter and Kirstie Culyer, the British Embassy

From left: Martin Jaroš and Kateřina Nováková, Provident Financial, Romana Lakatošová and Kenny McPartland, Provident Financial

Luděk Vrána and his guests at Linklaters Corporate Table

Pavel Vildomec, Fractal and Renata Scharfová, Executive Director British Chamber of Commerce

From left: Roman Straub, General Manager of Diplomat and Andel’s Prague Hotels, Nah–Dja Tien, Operating Manager of Andel’s and Eric van Dal, General Manager of Hotel Savoy

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welcoming and farewell event

Friends and colleagues got together to say goodbye to one of the most likeable,respected and dynamic guys in the hotel business, General Manager of Ibis–Novotel Praha City, Martin Ykema and his wife Aly. Mr. Ykema is now leaving for Poland to work as an Accor Regional Manager.

At the same time we warmly welcome his successor, the new General Manager of Ibis–Novotel Praha City, Randolph Edmonds.

From left: Martin Ykema happily accepting the gift from the General Manager of Ibis–Novotel Praha City Mr. Randolph Edmonds

FAREWELL MARTIN AND ALY WELCOME MR. EDMONDS

96 From left: Gérard A. J. Ubink, Adveal Ltd., Richard van Reem, Czech Experience and Martin Ykema, Regional Director of Operations Accor

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PhDr. Patricia Curutchet Styf, President and Country Manager Ericsson, with husband Urban Styf

From left: Martin Bek, Chief Operating Officer Eurotel, Benke Aikell, your Publisher and Blanka Beková

From left: Jiří Škába, President of Czech–Thai Society, Tore Engebretsen, Managing Director Norsko, Hana Škábová and H.E. Harald Fälth, Ambassador of Sweden Shy daughter to Eric van Dal, General Manager Hotel Savoy

From left: Séverine Krawec, Room Division Manager Mercure, Martin Ykema, Regional Director of Operations Accor in Poland and Cyril Jung–Allégret, General Manager Mercure Accor Hotels

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Weston Stachy, Executive Director American Chamber of Commerce and Laurie J. Spengler, President of the American Chamber of Commerce

The most prominent hoteliers in Prague giving their gift to Martin Ykema

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interview

Marko Pařík, President of the Board and General Director, Delta Pekárny bakeries, Co–owner, Le Patio café–restaurant and Paneria fast food

Photo: Jadran Šetlík

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interview A Talk with Marko Pařík, President of the Board and General Director, Delta Pekárny bakeries, Co–owner, Le Patio café–restaurant and Paneria fast food

A French Twist on Baked Goods You were born in the Czech Republic but moved to Luxembourg as a small child, studied in Paris, and started business in Belgium. Where does your allegiance lie?

I feel both Czech and French and have passports from both countries. After my family was exiled in 1948 after the Communist takeover, we went to Luxembourg simply because my father found engineering work there with an American company. My mother was Croatian and my father was Czech, and I grew up speaking Czech with my father and French with my mother.

You studied economics and political science in university in Paris. How did you end up in the food industry.

After university, I got into banking and became the youngest director of a Belgian bank branch in Brussels.

But I found banking a little boring so I only did that for one year. I started a metal recycling company (which still exists today, over 13 years later) with a metal recycler I knew from my banking work. I liked this business because it was full of buying, selling and risk taking. Prices can change very quickly on different stock exchanges, so you must remain very competitive and make quick, sometimes risky decisions. At that age, I loved all the excitement.

Meanwhile, my brother and I decided to buy a 40–hectare farm in Belgium where we planted cherry trees because we thought these orchards were beautiful.

But our economic results were poor. We found that if there was a good crop, we had low sale prices. If we had a bad crop, we had high sale prices. So we decided to de–pit and freeze the cherries to put some added value onto our product. We then sold the cherries to go into quality frozen toppings like compote and syrup. It was quite a normal evolution, and was so successful, I eventually sold my stake in the recycling business and did only that.

How did you get into the baked goods industry in the Czech Republic?

After the Velvet Revolution, my brother and I started researching the business climate here, and discovered that industrial bakeries were already relatively well organized.

So we invested and privatized the first industrial bakery in Prague in 1991. We wanted to make a national network of industrial bakeries because we knew that national big distribution companies were coming and consistent, high–quality products, delivered throughout the entire country, would be essential.

Did you continue to run your business in Belgium after you returned to the Czech Republic?

The Czech Republic presented a great business opportunity after the revolution, but don’t forget that in 1948 the Communists stole everything from our family, so we were very prudent here at first. My family had once owned a tractor company, but restitution did not return it because it was a share company and was

totally bankrupt. So we kept all our capital abroad and worked mostly on credit here at the beginning. It was a time of enormous risk and we wanted to make sure democracy would stay in place in the Czech Republic.

After about five years of traveling back and forth between the two countries every two weeks, we felt confident enough in the system here and in democracy, so we sold our busi– ness in Belgium and invested more heavily in the Czech Republic.

How was it coming back to your homeland after so long?

Although I knew it was the country where I was born, it was totally new for me because we were inventing new rules and participating in establishing democracy and a new state. It was fantastic to discover something like this.

It was a great time, although very risky because of corruption and the newness of the system.

Around the time you started your industrial baking company, you opened Delvita, the Czech Republic’s first supermarket.

Yes, we opened in 1992 in the Prosek neighborhood of Prague, partnering with a Belgian company, the Delhaize Group, with about 100,000 CZK starting capital. We sold our stake in Delvita in 1998 after Delta Pekárny became a big national player because there was a potential conflict of interest. We were just in time to sell, too, because there were too many players getting into the distribution market and the required investments became too big for us.

Since you sold your stake in Delvita, how has your baked goods business fared?

We have a 20 percent stake in the market with 4 billion CZK turnover annually. As you can’t invest heavily in automatic production lines for only a 10 million person market and our automatic lines are made to be competitive in very big markets, we also produce and distribute to Slovakia, Poland and Hungary, which we consider as our basic home market. We are also building a new factory in Budapest. We are quite successful in our local market in the Czech Republic, where we are by far number one in the bakery business. We have 7,000 customers here who we serve with 13 factories and 400 lorries, with over 600 different items delivered fresh every day.

What was the hardest thing about running a business in the Czech Republic after being abroad for so long?

Even though it was my birth country, when I arrived, my Czech was very poor, especially written. You can imagine a Frenchman trying to write Czech phonetically! We also had to modernize all the factories to bring them up to western standards. Then there was the responsibility for over 4,000 employees in my group. My main task here has been to create better conditions for my employees and help them become more professional. We retrained our employees to execute work with love and precision and

appreciate work as a principle of life, not just a means to an end.

You also own some cafés and restaurants in the Czech Republic.

Yes, our group owns Eureka Shops, which include all 22 Paneria stores, about 15 Odkolek shops and Le Patio café–restaurant and store in Prague. The restaurants and the shops present a great way to test reactions to our products. In our mass production lines, we try to approach the fresh quality we serve in our restaurants and shops as much as possible.

Tell us a little about the concept for Le Patio café–restaurant.

Well, you can buy anything you see in the café –restaurant. If you like the chair you’re sitting in, you can buy it. We have a price list for everything in the store, and try to stock it only with unique, hand–crafted goods.

What other business concepts are you working on at the moment?

I keep to the same core business of the food industry, but try to follow current trends and continue to expand.

For example, more and more doctors are recommending that people lose weight and watch what they eat, especially in western Europe. We are developing new product lines under the brand names of Vegilife, Heli and Diet+, which are low–calorie, healthy, ready–to–eat meals with a long shelf life. We’ve successfully started exporting these products to France, Sweden and Belgium. The Diet+ product lines have higher prices and do better in societies with more buying power, although we will soon start distributing them here as Czech people become more health conscious.

What sorts of things do you do in your free time, when you’re not traveling for work?

I go to France when I don’t go to China, India or somewhere else abroad. I have two grown daughters who live in Paris, who I visit as frequently as possible, and I also have a house on the French Riviera. But I love to travel. For the New Year, we flew to Madrid, rented a car, and drove to Sevilla and Cordoba. I’ve had quite a fine life.

It’s given me a lot of good things. For this, I can’t complain.

By Vanessa Bulkacz I českou verzi naleznete na www.clubmagazine.cz

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gourmet event

Alberto Bettini – the aceto balsamico tradizionale di modena Extraordinarily culinary evening at Allegro restaurant Four Seasons Hotel Alberto Bettini says: “The fundamental premise for our cuisine has always been based on the search for exceptional quality produce which is used in our traditional dishes. Over the past 70 years of culinary experience, we have developed more innovative dishes which are often simple and sometimes made up of only 2 or 3 ingredients. This is a reflection of the Italian countryside’s soul and spirit, a subtle balance of rustic and elegant, which reflects our gastronomic culture and history. Our aim is to respect these natural products; to re–discover them and re–invent them in new “old” recipes.”

Alberto Bettini, Owner of Trattorria Amerigo which have one star Michelin

ALBERTO BETTINI the aceto balsamico tradizionale di modena

100 Jolanda Affonso de Alecastro Massot and René Bauchamp, General Manager Four Seasons Hotel

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From left: H.E. Alfonso de Alecastro Massot, Brazilian Ambassador with his wife Jolanda, Louse Beer and William Lobkowicz

Vito Mollica, Chef de cuisine Four Seasons, Genny Radicati and H.E. Giorgio Radicati, Ambassador of Italy Jeanne L. Hilsinger, Management Board, Mavel a.s., Peter R. Loewenguth, President CMC Graduate School of Business and Mrs. Sophia Slingerland

From left: Vito Mollica, Chef de cuisine Four Seasons Hotel, Kateřina Fričová, Director of PR Four Seasons Hotel, Milan Ballík, Wine and Food Correspondent Euronews, Alberto Bettini, Owner of Trattorria Amerigo and Libor Ševčík, Hospodářské noviny

From left: Michele Grosso, Hotel Manager Four Seasons Hotel, René Beauchamp, General Manager Four Seasons Hotel, admirins the work of Anna Nanni, Trattorria Amerigo

From left: Kateřina Fričová, Director of PR Four Seasons Hotel, Zdeněk Pohlreich, Chef of Renaissance Hotel, Marriott Hotel Praha, Hana Michopulu and Dita Pecháčková, Editor in Chief, Apetit

From left: Peter R. Loewenguth, President CMC Graduate School of Business, Jeanne L. Hilsinger, Management Board Mavel, a.s., Sandra and William Lobkowicz

Dr. Eric A. Slingerland, Member of the Steering Committee, Czech Institute of Directors and Partner Egon Zehnder International and Jeanne L. Hilsinger, Management Board, Mavel, a.s.

From left: Filip Trčka, Ambiente, Petr Svoboda, Ambiente, Karel Pospíchal, Ambiente, Tomáš Mykytyn, Ambiente, Václav Hromas, Ambiente

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From right: Cyril Svoboda, Minister of Foreign Affairs of the Czech Republic and PhDr. MgA. Miro Smolák, Owner of Gallery Miro

art exhibition event

GALLERY MIRO

„BAROQUE STILL LIFE”

From left: PhDr. MgA. Miro Smolák, Owner of Gallery Miro and Th. Lic. Evermod G. Šidlovský, The Royal Canonry of Premonstratensians

From left: Irina Kondratěnko, Pianist, Ludmila Peterková, Clarinettist and PhDr. MgA. Miro Smolák, Owner of Gallery Miro

Alena Medková, Soloist State Opera

From left: PhDr. Ilja Šmíd, Director Prague Philharmonia, Lubomír Brabec, renowned guitarist, with wife and PhDr. MgA. Miro Smolák, Owner of Gallery Miro

From left: Mgr. Tomáš Chalupa, Mayor of Prague 6 and PhDr. MgA. Miro Smolák, Owner of Gallery Miro

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Louvre Museum © www.allphoto.cz/Pixtal

The New France – A Much Better Welcome

FRANCE IN BRIEF FACTS: Area: 551 602 km2 Capital: Paris /9,8 million inhabitants Population: 60, 082 million inhabitants Form of government: republic Parliament: consists of National Assembly and Senate Official language: French Religion: Catholics–77%, Muslims–3%, Protestants–2%, Jews–1% The highest point: Mont Blanc 4 807 m The lowest point: delta of Rhone -2 m The French Republic comprises: G metropolitan France, divided into 22 regions and subdivided into 96 departments G along with four overseas departments (DOM): Guadeloupe, Martinique, Guyane (French Guiana) and Réunion G includes four overseas territories (TOM): French Polynesia, New Caledonia, Wallis and Futuna and the French Southern and Antarctic Territories G and “territorial units” with a special status, Mayotte and St Pierre and Miquelon

Average life expectancy: men 74 years, women 83 years Main industries: engineering industry, chemical industry, smelting industry and food industry Agricultural production: car, lead, steel, textile, corn, wine, perfumes

Mona Lisa by Leonardo da Vinci

Notre Dame

Raclette Cheese © www.allphoto.cz/Laszlo Selly

FIND OUT MORE www. francequide.com www.thenewfrance.com

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Did you know that: Toulouse is the birthplace of the airbus A380. Upwards of 6500 engineers worked on developing the nearly € 9 billion A380 project.

Did you know that: France is the world’s leading tourist destination in volume with 75 million tourists visiting France 2003.

Did you know that: The highest bridge on the world is in southwestern France in Millau and it is higher than Eiffel Tower, its pylon is 343 m high.

FIND OUT MORE www. francequide.com www.thenewfrance.com

Steamed Shellfish Toast & Red Wine www.allphoto.cz

Concorde Obelisk and Eiffel Tower © www.allphoto.cz/Alain Evrard/GPA

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interview A Talk with Randolph Edmonds

RANDOLPH EDMONDS: THE NEW GENERAL MANAGER IBIS/NOVOTEL PRAHA CITY

Randolph Edmonds, the new general manager for Ibis/Novotel Hotels in Prague, didn’t have a special, life–changing moment that brought him into the hotel management business. But thanks to a decision made on a French ski slope, where a friend convinced him to explore the business, the 53–year–old American decided to point his life in that direction. One of the rewards for going into the hotel business? Travel to some of the most glamorous destinations on earth, including Micro– nesia and West Africa. After managing two prestigious hotels located steps from the Nile River, Edmonds found himself in the Czech Republic’s own gilded capital – Prague. We spoke with him on how his life – and the hotel business itself – have changed.

When and why did you get into the hotel management business? What in particular brought you into the business?

Actually, it could be considered somewhat accidental. After graduating from university in the US, I traveled to France for some vacation and to reflect upon (having obtained degrees in psychology and art history) what career path I wanted to follow. During this time, I became a close skiing friend of an executive in a major hotel in Geneva. This person actually convinced me that the hotel industry was right for me.

I enrolled in the Hotel School of Glion in Switzerland and my passion for this industry started. So far, this professional journey has been extraordinary rich, taking me from France to Polynesia to Micronesia, East and West Africa and the Middle East.

I understand you used to manage a hotel just stone’s throw from the Nile River in Egypt. What was that like?

In the early 1990’s I had the privilege to manage

two of the mythical hotel of the ACCOR Group, the Sofitel Old Cataract in Aswan (opened in 1899) and the Sofitel Winter Palace in Luxor (opened in 1886).

Over the years, these two hotels have been host to numerous heads of state and monarchs, film stars and celebrities. Agatha Christie, wrote her novel “Death on the Nile” while in residence at the Old Cataract and Howard Carter announced to the world the fabulous discovery of the tomb of the Pharaoh Tutankhamen at the Winter Palace where he occupied a suite for several years.

At the same time I was involved in the complete renovation of this second “palace”. It was therefore, a real pleasure for me to return to Upper Egypt, a few years later, as Delegate Manager of the five ACCOR hotels in Luxor.

How did you end up as the manager of one of Prague’s top hotel chains?

It was a result of my own request. After over 20 years working in far away resort/leisure destinations I felt that it was time to return to Europe and I was especially attracted to Eastern Europe.

It seems to just be my good fortune that Prague was the final choice.

What was your first impression when you arrived at Prague this time? Had you been here before or was this a totally new experience for you?

This is the first time in Prague. As with any unknown destination, I had many preconceived ideas about what I was going to find. I must say that when I announced this new appointment, everyone that I met who had been to the Czech Republic only had praise about the country and its capitol. It is a vast understatement to say that, after a few weeks here, I am enchanted with this beautiful, magic city.

How has the business changed since you started?

I would imagine more people stay at hotels than ever because travel (especially low cost) is available to everyone. How has it stayed the same?

Since the first Hotel Novotel opened in northern France in 1967 (almost a decade before I started working), there have been enormous changes in the travel and hotel industries. As you mention, the arrival of low cost air travel has had a major impact. Travel became more democratic and led to stronger competition between airlines and hotels.

The clients became more educated and developed

higher expectations which led to the necessity to offer better products and services at competitive rates.

How hard is it for one hotel compete in Prague where there are hundreds of pensions, hotels and apartments to choose from, almost all boasting beautiful views of the city?

ACCOR in Prague, with its brands Novotel, Ibis, Mercure and Dorint Novotel currently offers 1350 rooms in the city. This position will be consolidated with the opening of the 267 room Ibis Praha Centre in early 2006. This is a modest share compared to the actual number of available rooms in the capitol and there will certainly be additional opportunities for development and growth for all levels of hotels in the future.

Over the years, hotels have gotten more and more dependent on technology. What means are your hotel/company using to fully benefit from these new methods to attract more customers?

Since 1997, ACCOR has strived to make a great technological leap forward. Accorhotels.com, and the various brand sites (Sofitel, Novotel, Mercure, Suitehotel, Ibis, Etap Hotel, Formule 1, Motel 6 and Red Roof) now account for almost 20% of total bookings and this tendency will almost certainly continue to evolve.

Did you bring a family along with you to Prague?

Yes, my wife has recently joined me as she has in many locations over the last 20 years. She has totally fallen under the spell of Prague.

What do you like to do when you’re not working?

I am passionate about the game of golf which I have been playing since the age of 11, and I am looking forward to the re–opening of the numerous courses later this month.

Considering the incredible environment I will be living in, I will undoubtedly renew my interest in art history that dates from my university days. Also, I may try putting on a pair of skis after nearly 25 years of absence.

Describe a typical day for you when working in Prague: As I have recently arrived, a great deal of my day is spent getting to know people; both the executives and staff of the Novotel and Ibis Praha City, colleagues from the other ACCOR hotels, as well as the key players in the hotel, travel, tourism and other economic sectors of Prague.

Do you have any advice for someone arriving here for the first time? Anything you’d like to pass along?

So soon after my arrival, it would be rather presumptuous to offer any advice.

By Jennifer Anne Perez I

českou verzi naleznete na www.clubmagazine.cz

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The New France – A Much Better Welcome

Did you know that: The fastest railway line /TVG/ on the world connects Paris with Lyon.

Trains take over distance for 2 hours average at speeds of 212,5 km/h.

Moulin Rouge © www.allphoto.cz/David Johns

Did you know that: France has over 340 sort of cheese.

Don’t miss: In Alsace the flavourful cuisine of Emile Jung at the Crocodile, especially the roast Vosges pigeon, polenta with pimientos and spaghetti squash fondue.

TVG high speed train

Cheese Still Life © www.allphoto.cz/Amy Neunsinger

La Defense, Paris © www.allphoto.cz/SuperStock

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The New France – A Much Better Welcome

The reception at the French Embassy for the 60th anniversary of D–Day, on June 4th, 2004.

On this occasion, the French Ambassador granted several WWII Czech veterans with the Legion of Honor, the highest French award. President Václav Klaus was also present.

From left: H.E. De Zorzi, Ambassador of France in a conversation with Václav Klaus, President of the Czech Republic

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The New France – A Much Better Welcome

Don’t miss: In Champagne, you simply have ` to stop off at Crayeres, for the most incredible list of Champagnes you’ve ever read...or tasted!

Don’t miss: In Bordeaux, your tour of the Médoc would be incomplete without an evening at the Châteua Cordellian-Bages, where you’ll be delighted by Thierry Marx’s ` shad a` la Ventreche.

FIND OUT MORE www. francequide.com www.thenewfrance.com

Ventilation shafts, Centre Georges Pompidou

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Rossano B. Maniscalchi was born in Florence.

A professional photographer, his work has always been of an outstanding standard, whether in the field o portraiture, art, still life, fashion, culture, beauty and glamour photography, or in the field of advertising. He works in the United States, where he also lives for many months of the year. His work takes him to Florida, California, New York, and, naturally, Europe for promotional campaigns at the show rooms of companies such as Ferragamo Shoes, Sunglasses by Armani, Cartier, Ungaro, Gap, Guess, Limited, Stefanel, Max Mara, Calvin Klein Shoes, Levi's, Rolex, and Mercedes. He also has engagements for the covers of many American and European magazines.

He uses his camera to create fantastic scenes, evoking a multitude of different impressions in the observer.

Everything he executes in his photographs is an explanation of his personal message, surpassing the conception of photography as such and transporting us into a world of sensations and perspectives that initialize a process where he sublimates everything that is part of everyday life, in its most fundamental and most concrete aspects.

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Maniscalchi's careful studies are the result of techniques garnered over his many years of work for well known fashion salons and advertising agencies on the one hand, and, on the other, acquired through experience in the field of still life, fashion, portraiture, art, and culture. He disconnects himself from, and goes on to surpass, standard values in order to create studies that are all the more personal all the more energetic.

He has magnificent control over the artistic picture, and makes a suggestive masterpiece explode in a contradiction of the senses. His work truly offers the fruits of his spirit, a perfect fusion of ethics and aesthetics.

In his photographs from the fields of fashion, art, or culture (where symbols are well–known for the restrictions placed on them by their preciseness), Maniscalchi plays with chiaroscuro and essentiality.

Nevertheless his work contains a lot of freedom and inspiration; ever the antiminimalist, his photo– graphs are executed in the style of a painter.

Like all great photographers, Rossano B. Maniscalchi knows that it is of prime importance to keep his eyes open, ready to marvel and to capture, to be excited by and to be bold with the minutest of observations that can add

richness and completeness to an atmosphere.

In his photography, he succeeds in fusing formal quality with theoretical exuberance, letting his subjects express themselves spontaneously, manifesting themselves in the creative value of a multitude of impressions. In its deepness, this is the personal discourse of Rossano B. Maniscalchi, free of limits, where everyone can get at his own truth.

There are hundreds of ways in which the work of Rossano B. Maniscalchi could be presented.

As his professional and artistic abilities have already been well documented, I can only make the reco– mmendation of simply observing his photo– graphs attentively. For this man, with such a rich curriculum vitae, the duty remains of continuing in his work since he is a photographer meriting ever more interest and demand. It is also necessary to understand the need to maintain success.

His artistic work, photography from the fields of fashion, portraiture, beauty, glamour, and culture, has been exhibited extensively at art galleries and museums in the United States, Europe, and Asia, and continues to maintain an important position in the world.

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Submission

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Giorgio Albertazzi, Paolo Ferrari

George W. Bush

4.3.2005

Andrea Bocielli

Susan Sontag

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interview

"WITHOUT SOUND" “Without Sound” – a new book of photography

by Rossano B. Maniscalchi to have its premiere presentation in Prague Interview with a famous Italian photographer whose life is connected to the Czech Republic You have worked all over the world. You were born in Italy but worked in the United States and throughout Europe. You also spent some time in the Czech Republic.

Where are you settled then?

I like to travel all over the world even though I do not like to live in Italy, which has nothing to do with my beautiful country. I became a photographer in the USA and therefore I have a very different point of view on being a photographer. There is so much to do in my field in the USA and you have freedom in your work.

America is the only country which really allows you to be creative to a large extent. You are not manipulated. If you are good, you will make it. If you are not good, you will not. For that reason, USA fits my personality and my work better so I feel it is more appropriate to live there.

How does it come about to become a professional photographer?

To become a professional photographer is not that easy. Now I can travel and learn so many different styles of photography by working in the United States, Asia, Europe, and so on. I can learn from different clients, learn different aspects of creativity, be flexible as a photo– grapher. Being a photographer is not just about making a beautiful image. It is more than a click. It is more about what is behind it. It is quite complicated and not easy to describe. It is one of the most difficult jobs to do but at the same time it is fantastic. You have to be creative all the time and be able to think of new projects.

What is the importance of professional education in becoming a photographer? Or is it just enough to be creative?

Education is important. I feel privileged to have been born in Florence, in the city of Leonardo da Vinci, Michelangelo and Raffaelo, and through that I could discover the real side of art.

How young were you when you knew you wanted to be a photographer?

Unfortunately, I became a photographer very late.

It was in my late twenties. I was studying in the USA and graduated in marketing! A completely different area which, however, helped me in my career, especially in the fashion industry – you have to know how to communicate with people all the time. You have to deal with clients. I went to college to learn more about photography, and my professor told me there was no reason for me to stay at school because I could see.

You have to go and photograph on your own, he told me.

Then I moved to Florida and was working in a modelling agency and from that time, in the late 1980s, I became a professional photographer and my life changed very quickly.

Your professional career started with fashion photography. How did it develop further?

Yes, fashion and fine arts. Fashion is inside me–I come from Italy, the fashion capital of the world. I have been around it since I was young. I met so many beautiful

women during my fashion and advertising photography work who I could photograph for fine arts, which is, of course, more personal and meaningful. As for the portraits, it is a different story. I came to Prague for the first time in 1998 and I was invited to the Italian embassy, which had organised an exhibition on Italian culture. The president of the Prague Writer’s Festival, Michael March, was introduced to me and I became his personal photographer. I am very happy to work for the international writers’ festival. I have been able to photograph many great writers and it has truly changed my career by getting to know them. Through that, I moved to photographs of Nobel prize laureates. It expanded very quickly and I’ve portrayed many celebrities including presidents, musicians, film directors, actors, etc. Some of them became my friends and still I co–operate with them.

How difficult is it to go further than fashion photo– graphy and not think only of money? I can imagine the money is in the fashion industry.

It is very difficult. You have to devote your time to both fashion photography and fine arts. You also have to realise that I do exhibitions all over the world which also takes a lot of time. I try to divide my time that I spend three four months just in fashion, a few months in fine arts and the rest of the year doing portraits of celebrities.

So there is not enough time.

You have published five books already and your sixth book “Without Sound” will be introduced shortly. Can you tell us more about it?

It is a retrospective book spanning from the early 1990s through 2005. Some of my best work is included.

The book has three topics: fine arts, fashion, celebrities.

It was extremely difficult to choose the right pictures for the book. I have been working with an excellent graphic designer on the book, Robert Jašek from Graffiti Networks. He also designed my website (www.rossanobmaniscalchi.com) and my previous book “No Small Distance.” The book launch will be in the beautiful gallery Miró, which is owned by Miro Smolak. The book will be distributed by Globe bookstore in the Czech Republic, where you can also get my previous books.

The foreword to your book is written by Czech ex - p resident Václav Havel and your book is under the auspices of his foundation Vize. What is your relationship to him?

I was so happy to meet him in 1998 for the first time when I photographed him. I really respect him. The Czech Republic should be very proud to have a man like him who brought freedom to this country. And when I met him again few weeks ago, I was very glad that he dedicated this short text in my book to peace in the world. I hope that we can send this message all over the world.

He should get the Nobel prize for peace one day!

Six published books is quite a lot. Are you planning more?

Oh yes, my seventh book is already in my mind.

It should be about the 100 most important shots that changed my career, and should come out at the beginning of 2006.

You know quite a lot about the Czech Republic.

What do you think about this country?

First of all, I met a Czech woman, my current wife,

Rossano with his wife Asolka

– a new book of photography by Rossano B. Maniscalchi to have its premiere presentation in Prague

which was maybe the most important thing that happened in my life. She gave me a balance of life that has been very important since I met her eight years ago.

She also gave me a beautiful child. The Czech Republic is a beautiful country. I love Prague, even though my favourite city is New York. But Prague belongs to me for many reasons. It is a lovely city with a lot of opportunities for entertainment, culture, theatres, concerts, and great cafés. Prague has moved 360 degrees and I like the lifestyle here. I also have a lot of Czech friends.

You mostly work with women. It is said that Czech women are very beautiful. What is your opinion on this?

It is not only about Czech women, I could say the same about many women from the East. They have this fascinating look which women from other countries don’t have. It is in the eyes, the beauty, the skin. If we have a casting where there are 100 girls, I will go for the girls from Eastern European countries. They have a different look, which I like very much.

Is it possible to define female beauty?

Of course. The beauty of a woman comes from the inside. Appearance is important because it helps to make the woman attractive. But is is also important that the beauty is made together from what you carry inside and what you put on the outside. Altogether it becomes a great combination. It is like when you are drinking an espresso but you do not put the sugar in it.

Once you put it in, the flavour is wonderful. And the same is valid for women. That is how I define a beautiful woman.

Let us talk about the place we are in, a French restaurant, La Scene, with your photographs all around.

How did this project come about?

Actually, I did not know about this place until Benke Aikell, the publisher of Prague Club Magazine, addressed me once and said he wanted to show me a place.

He thought my work would fit in. I was a bit afraid because my work was exhibited only in galleries. But he made me see the place and I met the owner Zoran Kovačevic and another very nice person, the restaurant’s architect, Andrea Adámková. We came together and created this combination in 24 hours – an elegant restaurant with my photographs hanging all around.

By Tereza Hořejšová I českou verzi naleznete na www.clubmagazine.cz

Prague Club Magazine I/ 2005

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The Prague Journal of Central European Affairs

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– Cond uctor

Gallery of Fame

by Prague Club Magazine & J. Šetlík

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Trebbia award 2004 PERFORMANCE BY: Alena Medková, Soprano, Prague State Opera Lubomír Brabec, Guitar, Prague State Opera Jiří Bárta, Violoncello, Prague State Opera Václav Hudeček, Violin, Prague State Opera RECIPIENTS OF THE AWARD: Václav Chochola, Photographer Prof. František Dvořák, Art Historian Rudolf Čižmárik, Poet and writer Ing. Jaroslav Hába, General Director ZČE, a.s.

Dr. h. c. Jean Amiot, Director J.B. F. Editions d’Art Paris The Royal Canonry of Premonstratensians at Strahov

GALLERY MIRO'S Trebbia Gala Benefit Evening at State Opera Prague What is Trebbia?

A French saint, known to us today as Saint Roch, lived in the 14th century. He lost his parents in the age of 12. After some time he moved over the Alps to Italy. He helped everybody and everywhere, where the plague epidemic took over. Eventually, he got infected himself, and in order not to disturb anybody he moved to a wooden shelter on the banks of one of the prettiest Italian rivers – the Trebbia. Years of quiet contemplation in presence of its waves finally healed him. He died in 1327. Some of his remains are also buried in St. Vitus cathedral in Prague.

In 1602 – 1612 Rudolf II, the emperor, built a chapel at the Strahov monastery, and named it after St. Roch. Since 1994, Gallery Miro has resided at this unique site. The Gallery was founded in Berlin in 1987. Since 2003, Gallery Miro has been awarding personalities and institutions the award for their support of arts and for their creative activities. The award was named after the river Trebbia.

Two laureates receive bronze sculptures Trebbia and diplomas for their support of arts. One laureate receives a bronze sculpture Trebbia, diploma and CZK 100.000 for their creative activities. The bronze sculpture was created by Amri Aminov, the artist of Tajikistan origin living in Paris.

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Václav Chochola, Photographer, receives the Trebbia award from akad. arch. Daniel Dvořák, Director National Theatre, in the middle the moderator Marek Vašut

From left: Jan Bondy, Director of Czech Centres with a friend, and Jadran Šetlík, the renowned photographer and Gaby Šetlíková

Dr.h.c. Jean Amiot, Director J.B.F. Editions d’Art Paris, with wife Isabela and Cornel Boda, General Manager Cobra

Dr.h.c. Jean Amiot, Director J.B.F. Editions d’Art Paris receives his Trebbia award

Marián Labuda, Actor and Zdeněk Svěrák, President of Centre Paraple and Actor

Martina Nedvědová and Pavel Šporcl, Violin Player

Rossano Maniscalchi, Worldwide renowned photographer, Hana Kůrová, Secretariat of the President’s Office and Asolka Maniscalchi

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Stanislav Gross, Prime Minister of the Czech Republic, with wife Šárka

Zdeněk Svěrák, President of Centre Paraple and recipients of 150 00 CZK

Marek Vašut, Moderator, Simona Krainová, handling over the Trebbia award to Ing. Jaroslav Hába, General Director ZČE

Helena Kroftová Leisztner, Design–Living Art, Osmany Laffita, Fashion Deisgner and Helena Boda

From left: PhDr. MgA. Miro Smolák, Ing. Zdeněk Burda, General Director Skanska, a. s. with wife

From left: Mirek Topolánek, Head of ODS, Zora Jandová, Actor and Singer and Zdeněk Merta, Composer

Rudolf Čižmárik, Poet and writer and Trebbia award winner

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Philip Aarsman, General Manager, Business Lease, Dick Heezius, Head of Sales Central&Eastern Europe, ING, Christian Grage, General Manager, Corinthia Towers Hotel

gourmet event

PRAGUE BUSINESS LUNCH the success continues at Corinthia Towers Hotel

Richard Appleton, General Consul, Embassy of the United States of America, Marcus Bauder, Executive Assistant Manager, Corinthia Towers Hotel, Klaus–Ruediger Metze, TV Correspondent, ARD German TV

Marcel Tomsa, Managing Director, CSA Airtours, Karel Netolicky, Managing Director, Tetra Pak, Linda Nejezchlebova, Public Relations Manager, Corinthia Towers Hotel

...kitchen set up

Seppo Parikka, Lead Country Manager, ESSO, Dick Heezius, Head of Division Central&Eastern Europe, ING, Lucie Antonsonova, Corporate Sales Manager, Corinthia Towers Hotel

Ms Javurkova (daughter), Mr Rudolf Javurek, General Manager, Import Volkswagen Group, Peter Hornung, Radio Correspondent, ARD

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captured Light and Space event

The winning design will represent the Czech Republic at the EXPO 2005 World Exhibition in Aichi, Japan

Gizela Šabóková “Diptych Světlo a Tma, 2004”; Jiří Nekovář “Sluneční strážce, 2003”

H.E. Koichi Takahashi, Ambassador of Japan, in the opening speech

CZECH CONTEMPORARY GLASS 122

AT NOSTITZ PALACE, PRAGUE

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From left: H. E. Koichi Takahashi, Ambassador of Japan, Martin Jahn, Deputy Prime Minister of the Czech Republic, Vladimír Darjanin, General Commissioner EXPO 2005 and Prof. PhDr. Sylva Petrová, Curator

From left: Ing. Vladimír Kotzy, Director of Export Support Department Ministry of Foreign Affairs, Mgr. František Ježek, Jefa and Jiří Mikeš, Director AKA Stanislav Libenský – Jaroslava Brychotá “Otevřené okno, 1992”

Vratislav Hlavatý, Artist, Michaela Pavlátová, Director of animated films, Petr Fuks, Architect and Zuzana Sláviková, Gifab Project s.r.o.

Ing. Akad. Arch. Dana Zámečníková in front of her glass sculpture and H.E. Juan Eduardo Fleming, Ambassador of Argentina

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From left: Hiroko Usami, President Art Consultants International Ltd., Kimura Makoto, Financial Director Art Consultants International Ltd., Martina Hončiková, Public Relations Manager EXPO 2005 Aichi Czech Republic

From left: Ing. Jan Bondy, Director Czech Centres, Dr. Barbora Altrichterová, Czech Centres, Alena Křížová, Czech Centres, Ing. Rudolf Sedláček, Czech Centres and Martin Ykema, Regional Director of Operations Accor Group Poland.

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art exhibition event

From left: Václav Havel, former President of the Czech Republic and H.E. Gheorghe Tinca, Ambassador of Romania and this evening host

The Ambassador of Romania H.E. Gheorghe Tinca and his wife welcomed hundreds of invited friends and colleagues to see and admire an exhibition of paintings by Catherine Cabaniss, Teodor Buzu and Valexia

Alius et Idem

124

From left: H.E. Gheorghe Tinca, Ambassador of Romania, Václav Havel, former President of the Czech Republic, Mrs. Catherine Cabannis, the U.S. ambassador’s wife, Valexia and Teodor Buzu and Mrs. Tinca

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From left: H.E. William J. Cabannis, Ambassador of the USA and Václav Havel, former President of the Czech Republic

From left: Daniel Biguine, Art Collector, Valexia and H.E. Juan Eduardo Fleming, Ambassador of the Argentine Republic Miroslav Dastych, Managing Director DAICH and Jana Dastychová

From left: Mrs. Mucha, Vera Egermayer, Honorary Consul of New Zealand and Olga Pujmanová–Stretti, Society of friends National Gallery of Prague

H.E. Koichi Takahashi, Ambassador of Japan, with wife Keiko

Listening to the welcoming speech

From left: Ambassador Jaromír Kvapil, Head of the Prague Office of the OSCE Secretariat, H.E. Stavros Amvrosiou, Ambassador of Cyprus and H.E. Drago Mirošič, Ambassador of Slovenia

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art exhibition event

Mrs. Catherine Cabannis “Palimpsest” Assemblage, 86 x 66 cm (34 x 26 in), 2002 Ms. Valexia “Doctor b” Oil on canvas, 100 x 60 cm, 2004

Mr. Teodor Buzu “Blue Space” Watercolor on paper, 100 x 70 cm, 2004

Alius et Idem

Mr. Teodor Buzu “Counting of Lambs” Acryl on canvas, 50 x 50 cm, 2004

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www.allphoto.cz nové webové stránky svěží design světové agentury poslední novinky V Domově 52, 130 00 Praha 3; tel./fax 284 861 456-7; allphoto@allphoto.cz

club_magazine.indd 1

11.2.2005 9:34:56

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company profile

ERICSSON IS MAKING MOBILE TELEPHONY FUN

Nobody is able to survive without Internet these days. We conduct important transactions through Internet banking, e–mails, and e–shopping, or just kick back and relax by downloading music and movies from the web. It is the convenience that has revolutionized and expanded our leisure time. Unfortunately, it has also anchored us to our PCs. Wouldn’t you enjoy the freedom of accessing these services through your mobile phone?

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company profile Owning to the latest development in

How is this possible? While UMTS (3G)

phone. This may sound futuristic to some.

telecommunications, people will soon be

networks are starting to be commonplace,

However, mobile TV is already happening in

able to enjoy true Mobile Broadband

Ericsson is also helping mobile operators to

the form of broadcast and on-demand TV

Internet. “Boring long-distance travel will be

develop next generation mobile networks

shows adapted to the mobile screen. Soon

more productive and enjoyable, without

based on UMTS/High-Speed Downlink

you will be able to enjoy the freedom and fun

a laptop balanced on our laps. Ericsson's

Packet Access (HSDPA) technology (often

of new generation applications arriving to

new technology will soon allow people to

referred to as “3.5G“). After numerous

your mobile phone. With HSDPA, Mobile

connect to the Internet through their mobile

customer trials and demonstrations since

Broadband will become everyday reality.

phones at wireline speeds, which you can

June 2004, implementation of Ericsson’s

today experience only in an office

HSDPA software is planned in a number of

environment. Distant working, downloading

UMTS networks at the end of 2005.

music and movies or listening to Internet

Ericsson is shaping the future of Mobile and Broadband Internet communications through

radio will soon be as convenient as it is at

Martin Škvor, Key Account Manager at

home or in the office,“ says Patricia

Ericsson adds: “At the 3GSM Congress in

Curutchet-Styf, Managing Director of

Cannes in mid February, Ericsson was first

Ericsson in the Czech Republic.

to publicly demonstrate a live HSDPA

its

continuous

technology

leadership. Ericsson is taking the mobile telephony forward.

system with 9Mbit per second high speed data downloads and video streaming application over the air. For comparison, this speed is 1000 times higher than basic data rate in GSM networks.“ And the benefits of having HSDPA in the network? The technology allows you to operate a truly mobile office, enabling any application where high-speed network access is a prerequisite. Mobile Triple Play services - Voice, Broadband Internet and TV - will be accessible anywhere at anytime.

Imagine watching TV through your mobile M. Škvor and P. Curutchet–Styf at 3GSM World Congress in Cannes

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EU affairs Euro–Czech Forum

A Reform of Bankruptcy Law and

Foto: Zdeněk Tichý

Commercial Registry in 2004

The Euro–Czech Forum (ECF) viewed the 2004 as a year of prospects for positive changes in terms of reforms of legal–business environment in the Czech Republic, and its representatives were convinced that the reforms simplifying the creation and extinction of business entities would be successfully accomplished at last. For representatives of European investors and business circles the reform of the Commercial Register and of bankruptcy law became one of the main priorities, and ECF stressed this in its key document of recommen– dations called Agenda 2003. However, looking back at 2004, I must express Euro–Czech Forum’s disappoint– ment that our hopes did not fully materialise.

To tell the truth, commercial registry matters has been favourably solved by the Draft Amendment to the Commercial Code, prepared by Civil Democrats (ODS) deputy and Shadow Justice Minister Jiří Pospíšil.

As a step in the right direction, European investors view an introduction of short obligatory periods for judges, during which they will be bound to decide on an entry into the register if the submitted form is filled in pro– perly. I consider the existence of transparent forms for the particular types of entries into the Commercial Register as an important innovation, which will help facilitate the registration proceedings.

While I regard the reforms of commercial registers as satisfactory, situation in bankruptcy law deserves much more severe criticism. I dare say that business circles and investors view the situation surrounding the insolvency law as literally critical. For a long time, ECF has been pointing out the current unacceptable situation, which governments have been trying to put right by an endless number of specific amendments. However,

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these amendments often had negative rather than positive effects in terms of the interpretation of individual law provisions. The bankruptcy law was also repeatedly criticised by renowned international institutions including the OECD and the European Commission. The validity of the criticism is clearly documented by the World Bank’s latest report, which indicates that the Czech Republic is the very last in the list of evaluated European countries as for the length of bankruptcy proceedings (which last incredible 9 years on average).

The failure of the pro–reform bridging amendment (“Amendment 635”) to the Act on Bankruptcy and Settlement in the Chamber of Deputies is literally tragic news. The main purpose of the amendment was to eliminate the most urgent problems of bankruptcy law until the new re–codification comes into force. Unfor– tunately, the voices opposing the reform of bankruptcy procedures prevailed in the Chamber of Deputies and blocked the modernisation of Czech insolvency law.

The last version of the proposal, which was submitted for a final vote (and was subsequently rejected), differed completely from the text introduced by the MPs in the first reading because it had been modified by anti–reform amendments. The new version of the proposed bill actually preserved the current unsatisfactory situation and could not logically be approved by the MPs representing the right–wing and centre parties.

ECF supported the amendment in a version that was very similar to the one passed by the Chamber of Deputies in its first reading, which aimed to strengthen creditor rights in the entire bankruptcy process, mainly through the appointment of bankruptcy administrators and the extension of the powers of creditor committees.

The result of the vote seems to be further proof of the impossibility of reforming Czech bankruptcy law, which will undoubtedly have a negative impact on the Czech economy. Why? For example, the insufficient satisfaction of secured creditors will continue to be allowed. In effect, this provision leads to the banks’ seeking additional security for the loans they grant, and this negatively influences the availability of loan money for enterprises. Expensive loans have the worst impact on small and medium–size enterprises, and it is precisely these companies that form the basis of all modern economies.

Another step made by the government in this legal area must be the introduction of a high–quality re–codification draft of the insolvency law. The new re–codification must particularly reflect the needs of business and industrial circles. These require modern, transparent and effective enactment, which will lay emphasis on economic aspects of bankruptcy law and respect the rhythm of modern eco– nomies and the business world. I must say, however, that the current version of the bill, which was submitted for comments in January 2005, can hardly have the ambi– tion to become a real re–codification of bankruptcy law.

What leads me to a proposition like this? The draft is again based on the dominant role of court and the super– fluous extent of the powers of insolvency administrator, altogether to the detriment of the position of creditors and their bodies. Although I appreciate the introduction of so–called reorganisation, as a non– liquidation manner of carrying out recovery measures while maintaining company’s activities, I strongly disagree with its regulation in the draft code. I assume that the basic principles of reorganisation are not complete, there are no statutory limitations in the framework of the reorganisation process that may result in inefficient and application of reorga– nisation in practice.

Another serious drawback of the proposal is the way the appraisal of collateral by expert is regulated.

I also perceive the financing of an enterprise during the insolvency proceedings, including the preferential participation of secured creditors, as a serious problem.

The draft regulation, while generally describing the basic institutes, is absolutely inadequate and again docu– ments the underestimation of the economic context of insolvency law by the authors of the Draft.

Furthermore, I do not consider certain provisions of the Draft rendering legal acts in commercial relations ineffective to be beneficial, as they limit the legal certainty within established legal relationships, even though these were concluded in good faith and under legitimate terms.

In accordance with modern European and world trends, I think that enacting the assertion of the inefficiency by an administrator’s counter–plea would be more appropriate. I am also convinced that the draft, in many regards, denies creditors the rights which they should have during the proceedings due to their receivables and values of assets. Given the experience with the performance of some bankruptcy judges, I believe that a decision on the actual manner of insolvency should be made by the creditors provided that a decision on a certain approach is made by a majority of both secured and unsecured creditors.

Moreover, I think it would be standard and desirable if the decision–making on appointment of the receiver should be entrusted primarily to the creditors body where, save for a few exceptions, the chairman of the court would respect the person identified in the proposal.

This article includes a lot of critical words about the reform of legal–business environment in the Czech Republic. Nevertheless, ECF strongly believes that it will be able to say about 2005 that it was a year of the imple– mentation of the major reforms governing business activities at last. European investors are convinced that the Czech Republic can no longer afford to continue to lag behind the neighbouring EU countries because this might have really serious consequences for it.

By Jan Mraček, ECF Legal Analyst I českou verzi naleznete na www.clubmagazine.cz

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entrepreneurship/networking

Lord Mayor of Prague in his speech

THE FIRST ANNIVERSARY of Česká spořitelna Expat Center

132 Mrs. Monika Fraňková, Manager Expat Center ČS and Jack Stack, Chairman of the Board and General Manager of Česká spořitelna

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From left: Nils Silfverschiold, President Swedish Chamber of Commerce in the Czech Republic, Erik Best, The Fleet Sheet, Martin Levey, Principal Partner Moores Rowland and Thomas Mershon, Director Katz Graduate School of Business From left: Jiří Hrbáček, Director, co–head sales financial markets Česká spořitelna and Christopher Moor, Publisher Finance New Europe

Martin Howlings, Director Expat.cz and Eva Christiansen, Contact Manager Expat.cz

Petra Fischer, CEO Laufen, Wilfried Elbs, CEO Autoleasing and Ingrid Sieder

Barbara Verbe, wife of Carl Williams, President Muzo

From left: Rudolf Quell, Project Manager Expat Center ČS, Helen Rodwell, CMS Cameron McKenna, Richard Hofer, CEO Droxi and Yuval, Katz Novum

Todd Benson, Director Prague.TV and wife Lucie Benson, Sales and Marketing Prague.TV

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MBA showtime …

From left: Philip Staehelin, Head of the Office of the Managing Director T–Mobile, Jana Ryšlinková, CMC, Peter Svensson, General Manager Nestlé Czech and Petr Hanzlík, General Manager Olympus

Saturday Night Fever at Intercontinental Hotel

134 From left: Petr R. Loewenguth, CMC President, Jeane L. Hilsinger, Management Board Mavel and Pavel Rozsypal, Head of Research EPIC, with wife Karolína

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From left: Václav Kadeřábek, Director of Quality, Security and Program Office Eurotel, Miroslava Kadeřábková, PR and Marketing Manager Miracle and Ing. Ilja Mráček, MBA, Gentest s.r.o., with wife Liana

From left: Pavel Riegger, Ernst & Young, Lenka Tučková and Přemysl Pela, Managing Director Central and Eastern Europe Ariba Manfred Franke, Chairman and Director, East European Missions, with wife Heidi

Martina and Roman Stupka, Kateřina Šuláková, Credit Suisse, Peter Žaluda, General Manager Credist Suisse and Gabriela Pecinová

From left: Philippe Riboton, Prague Tribune Publisher, with wife Cathrine, Jean - P ierre Hottinger, President of the French-Czech Chamber of Commerce, with wife Elena

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Charles Parchment and Laurie Spengler, CEAG, and President of American Chamber of Commerce

From left: Monika Štěpánová, Goethe Institut, Jaap Aardse, Managing Director Ardsco, Laura Sipione, Marco Sipione, Partner Accenture and Lenny Aardse, Artist

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gala evening

With Mezzo–soprano – Edita Randová Violin virtuoso – Jaroslav Svěcený Pop singer – David Mattioli DJ – Massimo Canni Moderator – Michal David

Avelino Sorgato, Owner Don Giovanni Ristorante and this evenings host in a welcoming speech

FIRST ANNIVERSARY GALA EVENING OF

GUSTO ITALIA CLUB

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From left: Worldwide known photographer Rossano Maniscalchi with wife Asolka and Jan Vrátník, Director CDI Corporate Advisory From Left H.E. Giorgio Radicati, Ambassador of Italy and Avelino Sorgato, Don Giovanni Ristorante and this evening host Comtesse Mathilda Nostitz and Jarmila Vodičková, Šťastný Jim

From left: Kateřina Kreuzerová, Banketing Boscolo Hotel, Martina Stará, PR Manager Boscolo hotel and Antonio Sferlanno

From left: Sandro Biancc, Chief Operating Officer Živnostenská banka and Benke Aikell, your Publisher

From left: Milena Stránská, Report’s Fashion and MUDr. Dana Jenšovská, Private Medical Center

From left: Michal Vančík, Managing Director Private Banking Živnostenská Banka, Avelino Sorgato, Don Giovanni Ristorante, Antonio Trupiano, General Director Global Force

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grand opening event

La Scéne

Cutting the ribbon to officially open the new club La Scéne, model from Czechoslovak Models, Milada Karasová, Director of Czechoslovak Models and Andrea Adámková, A2D interior and Graphic Designer

The spectacular new split-level La Scéne restaurant and club boasts interior images from the renowned photographer Rossano Maniscalchi and 1 star Michelin Chef de Cuisine Georges–André Rognard, which helped draw hundreds of invited people to the grand opening.

138 Simona Krainová, Model, Dagmar Demulen, Bořek Slezáček and Peter Kovarčík, Chairman Teleaxis

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Milada Karasová, Director Czechoslovak Models and Daria Hrubá, Czech TV

Pavel Remeš, Business Manager Dukát and Petra Remešová Helena Kroftová–Leisztner, Design – Living Art and Kateřina Braithwaite, Mary Kay

On visit from Sweden for business and investment From Left: Jan Länsberg, Lars Schönhult, Ulf Johansson and Tommy Larsson

Ing. Vlastimil Tlustý, CSc., Member of Parliament CR, with Eliška Hašková–Coolidge, Coolidge Consulting Service

Tereza Brocová and Nela Feserová, Czechoslovak Models

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interview A Talk with Chef Georges André Rognard, Prague's Cuisine Master

A Star Chef in Prague

Georges André Rognard, executive chef of La Scene, is anything but average. At 53 years old, the Lyon–born French chef has accomplished more than most do in their entire lifetime. After studying at France’s top hotel school, Rognard spent years training in New York, and eventually opened up his own restaurant in France which was awarded the Michelin Star. Today he can be found at Prague’s La Scene, where he manages a full staff as they prepare such delicacies as filet of lamb with a gingerbread crust and Pan fried Foie Gras with rhubarb and orange confites. He recently spoke with Club Magazine about becoming a chef, moving to Prague, and an evolving dining scene.

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When did you decide to become a chef?

I think very early on because my mom had a restaurant. As a result, I was always running about the kitchen. My mother was also a very good cook. I’m from a family where we love good food.

What type of training did you go through?

I went one of the best hotel schools in France, in Grenoble. At the time there were only five hotel schools in France and this was one of the oldest and largest. It was in the French Alps. I went to school at 17, which was the minimum age to enter the school.

But before all that I started training in the kitchen during holidays when I was only 14 years old.

Which restaurants have you worked at?

At the beginning of my career, I was working on cruise boats and I traveled all over the world. After that I worked in France, in Lyon, in a very good house.

I also had two different businesses in France.

The first was in the French Alps, in the winter resorts.

After that I had a business near the Spanish border. But after that I quit and went to New York in 1996 or 1997 and spent four years there. Working in New York was a great experience because New York is a fantastic city, and Americans like French cuisine. French gastronomy in New York is different and I learned a lot in New York.

How did you end up in Prague?

When I came to Prague in 1999, it was a little bit by chance. I came back from New York and was working in connection with Intercontinental, getting ready to open something in Belarus. This work was infrequent, so I ended up waiting there. Then I saw in a professional newspaper one ad for a French chef in Prague. So I applied and I got it. I had heard Prague was a beautiful city, but in some ways my moving here was by chance. I did not plan anything special for coming there. I Just wanted to see Central Europe since I had already seen Western Europe already through my travels.

Do you cook at home?

At home, it is different. If I have friends coming, yes, I will cook. It is not problem for me to cook at home.

I know most of my colleagues don’t like to cook at home or just for themselves. And to cook at home you need a well–equipped kitchen. But we can always arrange this, and with a lot of items we need, we can deal with everything.

What’s an average day for you at La Scene?

It depends. I’m usually here at 9 a.m., I work and take a short break for one or two hours in afternoon, and I’m back here until midnight. It's a hard job and it is no secret that if you are not in your kitchen, things are not working so good. I am not the kind of executive chef that just hands out paper orders. I need to be in kitchen to cook, touch the food and be there. I’m not meant to be an executive chef in a big hotel with 10 or 20 people, questioning the need to be there.

I need to be here, and touch the food, to cook. I know I have some colleagues that are executives who don’t have this need. But I am not that type of chef.

Any particular ingredients that you’re in love with?

I like everything, no special ingredients. I love whole ingredients, but I can cook fish meat, whatever.

How easy is it to get the ingredients you want in Prague?

In Prague, it is still actually a problem. One of the main problems to make great meals is the quality of ingredients. Here, it’s also hard to find a good cook with experience in gastronomy.

Which languages do you speak?

I speak French, English, and I was speaking German but I forgot everything. I also speak Italian and Spanish too, and I’m around 80 percent fluent with Czech.

My Czech is not very good. I used to have good Czech language in the kitchen. I learned Italian in France.

I learned Spanish in New York. But it is a big problem, big bother, because I don’t speak these languages correctly. It’s just too much, all these languages.

But I still try to speak them.

Who are some of the famous people you’ve cooked for?

A lot of people in New York and France, and in France, I was awarded the Michelin Star. [Former president] Francois Mitterrand was my neighbor and customer as well in France. I’ve also met so many people in New York, I’m friends with Bruce Springsteen, and I’ve cooked for Liv Tyler and Whoopi Goldberg.

I also prepared a wedding dinner for David Duchovny and Tea Leoni.

Do you have a family?

I am divorced since 1996, that’s why I quit France to go to New York. I needed some distance. My daughter is now 22 years old, my son is 16, and I have a good relationship with my ex–wife. We have a very good connection and a very good relationship now, and it’s no problem now. There is tenderness with the children.

What do you like to do with your spare time?

I’ve been traveling a lot and there is always some place to discover. I love to travel, its always great experience, you can meet so many different people.

People have to travel a lot to have an open mind, to understand this little world around you.

In what way can the Czech dining scene be improved?

There is still a need for better gastronomic education. One part of Czech society is the need to appreciate and educate on French gastronomy. It is coming slowly, but it will still be a long time before many people here know French gastronomy. We still need to educate and test people.

By Jennifer Anne Perez I

českou verzi naleznete na www.clubmagazine.cz

la Scène is a place where luxury, culinary mastery, fine interior design and exclusive service have been crafted to the finest details to ensure your utmost satisfaction. It is an exquisite “stage“ within the heart of Prague, where the formal and informal get-together occasions are finely intertwined within the fine wine bar, the delightful French restaurant or the exclusive Champagne club, all under one roof.

The most delicious of your fantasies.

la Scène | U milosrdných 6, Praha 1 | www.lascene.cz | reservations: 222 312 677, reserve@lascene.cz

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human resources event

Christening of the book (from left): PharmDr. Petr Svoboda, President of AstraZeneca Czech Republic, author of the book PharmDr. Lenka Práznovcová Ph.D. and MUDr. Pavel Bém, Lord Mayor of Prague

On January 12th, in the premises of Svatý Norbert restaurant christening of the newest expert publication took place under the auspices of Mr. Pavel Bém, the Mayor of Prague, Mrs. Bára Štěpánová, a known actress and presenter, and Mr. Petr Svoboda, the president of AstraZeneca. Authors of the book – reputable experts Pharm Dr. Lenka Práznovcová, Ph.D. and Doc. Ing. Ladislav Strnad, CSc. – welcome their readers to join the world of a new scientific discipline connecting the fields of medicine, pharmacology, and economics. „The new publication supported by our company should help professionals to increase investment efficiency in health–care, optimize medicament policy of institutions, and facilitate determination of corresponding pharmacotherapy for clinicians,” Mr.Petr Svoboda explains.

UNIQUE CHRISTENING OF A PUBLICATION

„FARMAKOEKONOMIKA”

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From left: PharmDr. Petr Svoboda, President of AstraZeneca Czech Republic, with wife Eva Svobodová, RNDr. Karla Říhová, Director of Public Health Department, Ministry of Health and Michal Vít, Head Hygienist, Ministry of Health

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PharmDr. Petr Svoboda, President AstraZeneca Czech Republic, Lenka Bartáková and her husband Dr. Jaroslav Barták, General Secretary Lions Club Prague Eagle and President Poliklinika Modřany

From left: MUDr. Bohumil Seifert, Institut of General Practice, First Medical Faculty of Charles University in Prague, Jarmila Seifertová and MUDr. Aleš Kmínek, Business Development & External Affairs Director AstraZeneca MUDr. Eva Gottsteinová, AstraZeneca and Karel Němeček, VZP

From left: Mgr. Jiří Kotlán, Pharmacist, Eva Gottsteinová, AstraZeneca, Eva Maštálková, Ministry of Finance and Ing. Jindřich Graf, Czech Medical Chamber

Mgr. Michal Kostern, Business Development Manager AstraZeneca and Eva Hlaváčová, Business Director AstraZeneca

Bára Štěpánová, Moderator

From left: Olga Rühle, Medon, s.r.o., MUDr. Eva Gottsteinová, AstraZeneca, MUDr. Dana Jenšovská, Private Medical Centre and PharmDr. Jiří Stránský, Gas Therapy Manager, Linde Gas Therapeutics

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A cooperation with CMC graduate school of business A talk with Petr Sýkora, CEO, PAPIRIUS

GOOD IDEA+COURAGE =

SUCCESS Petr, what would you say are two or three of the key success factors in your efforts to build PAPIRIUS? The first thing, in my opinion, was to pick the right partner. It is something I take for granted now but I think it was one of the keys. Jan and me started together and it has worked very well.

The second was that the timing was right. It is not that I was so smart, I think, but rather, that the time was right. We acted and it was possible to build the company. In 1993, many markets were beginning to open, not just ours. There were more opportunities than there are now.

At the beginning, and at the present time, we have

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been extremely focused not only on what we sell–paper, etc.–but on what customers really want.

At the beginning, it was sort of unconscious. We realized the customers were saying, “we want paper,” but in fact they wanted something slightly different.

They wanted paper to be on their table fast and with good service.

I have heard some entrepreneurs say that from the very beginning they had a clear company strategy. I do not think this is usually the case. For us at PAPIRIUS, it was only after five or six years that we were able to really specify our mission statement because we thought it was really important to tell our customer and ourselves what we really do.

What PAPIRIUS provides is savings in time, stress and costs for its customers, related to purchasing office products. It seems natural, but still it is very important to keep telling it to our people. The new hires may think that we sell office supplies because this is what appears to be on the invoice. In reality, we sell convenience, brand names, reliability and lower costs to large corporate customers.

Petr, you are being humble about your beginnings and the timing.

If you didn’t see the opportunity and grasp it, somebody else could have.

You were very courageous and brilliant to see it where others might not.

This is not quite the case. At the beginning, we did not see the size of the market at all. In 1993, our dream was to get one van and to have 10–15 orders a day. I remember it was our vision and we didn’t really see beyond it.

I do not really think that it was about courage at the very beginning. When we started we had no costs, we were eighteen years old and had nothing to lose, so we were not scared. After a year or so we started to take it very, very seriously.

How would you describe your management style?

Optimistic, very demanding, results and people oriented. I do trust my people and try to give them enough space to grow.

Do you think you were inspired by a role model or was there something that inspired you?

From the time I was ten years old, I admired many different people for their style and character, but I didn’t pick one who I wanted to resemble. Many people have some quality that appeals to me.

For example, in your case it is how you deal and speak with people. It is your big strength. It is great to observe.

Later on I developed my own style that makes me feel comfortable. I try to deal with different people in different ways, and sometimes I make mistakes.

Take, for example, what I did two weeks ago. One of our managers has an unusual work schedule. He is mostly working on different projects on his own time.

I am an early bird and consider my approach to be professional, so I wanted this person to do the same.

I was afraid that this habit might spread across the company. What I didn’t realize was that he is very different from me and that he works 10 to 12 hours a day mostly independently. In this person’s case, it does not have any impact if he is here at 10:00, 9:00, 11:00 or 8:00. When I tried to impose my approach, all I did was de–motivate him, of course. So it was obviously not the right thing to do. Fortunately, I have a very good partner who saw it from the outside and told me to re–think the situation. In this case, I failed to apply a different style to a completely different person. It is amazing to see the number of mistakes that I make. Hopefully good things will prevail, since we have managed to create about 700 jobs in Central and Eastern Europe.

Perhaps what truly helps is that I try not to be arrogant and see what I can learn so the next time I do better.

One of the things you mentioned is what you learned listening to your partner, and being willing to admit your mistakes. I think there is a tendency, especially when you have achieved a certain amount

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interview of success, to listen less or think we are right. One’s ability to admit mistakes is a significant skill.

I have no issue with this. I respect the people around me and many of those with whom I interact from outside the company. When I make a mistake, I can easily admit it without losing face. My task is to make our people feel motivated and secure.

What have been the greatest challenges in achieving your success?

I now consider the successful expansion of the com– pany in Central and Eastern Europe to be our greatest challenge. We are present in the Czech Republic, Slovakia, Hungary and from the beginning of this year, also in Lithuania. We are still planning to enter new markets in this region. Our goal is to be number one in the office supplies business in Central and Eastern Europe and this is what we find really challenging.

To achieve this, I think, the crucial element is having enough smart people around us and in the company.

The biggest barrier for the development of this company is not financial resources or the competition, it is just our ability to have a critical number of great people who do it right. It is my number one priority to have them around. It is a very rewarding experience to work with these people. Some of them are so great that it is beyond all my original expectations.

Let’s talk about the external environment. What have been your experiences in terms of working with financial institutions and looking for new capital?

I am an optimistic person, and maybe even slightly idealistic. We asked for our first loan after five or six years in the business and we got it. Of course, the banks at that time were very, very careful.

As PAPIRIUS was a small client, the terms were very strict and the fees were high. Since then the situation has continued to change year after year. The power has shifted from the banks to us. They are our suppliers like other companies. The only difference is that they supply us with money and services instead of products. It is only a question of costs and the quality of their service.

How about government support?

We have always been more focused on our custo– mers than on government support. We did not spend much time thinking about taxes and the external environment, and I would encourage other entrepreneurs to do the same. As entrepreneurs we want things to be as simple as possible, such as obtaining the trade license quickly, having simple tax laws, trade laws etc. Some of the laws are obviously very complex here. They have changed many, many times. But we have learned to deal with it. It is similar with EU subsidies. PAPIRIUS is for some of them too big and for others (such as our investment in Hungary) too small.

If you could ask something of the government, what would that be?

More flexibility in the labor code.

What have you learned over the past 10 –12 years?

The answer is simple: everything. When we started PAPIRIUS, I was 18, now I am 30. It has been 12 long

years. At the very beginning, I knew nothing about how to do business. I even asked Jan how to do the invoicing.

We started to learn how to do the finances and manage people, strategy, logistics, and customer relations.

Please talk about your strengths and your partner Jan’s in the beginning. What did you bring to this organization?

We have very different strengths. Jan is more systems oriented and a bit more analytical than I am. He is formally in charge of logistics, IT, and customer service and he is focused even more on the strategy than I am.

I am more on the people side, focused on human resources, sales, marketing and finance. I have more people formally reporting to me. That is how we share it.

On the other hand, we discuss more or less everything, although I tend to ask a bit more for Jan’s opinion. When I have an idea or question, I like to have it challenged by his ideas. It works very well for us this way.

What can you suggest to other entrepreneurs?

I don’t have a favorite business quote. I think it really doesn’t matter if you are a businessman, a teacher, president of the school or an artist – as long as you find the right fit for yourself and your natural talents. If you do it, you succeed and you enjoy it.

I tend to compare the company to the human body.

You have to do quite a few things to keep it going well.

The body is complex as an enterprise, but most of us have learned how to “manage” it. I believe it is important to “be yourself,” which means that you should be involved and try to learn new things. I have also learned that people don’t change signifi– cantly and that it is a waste of effort to try to make them change.

A couple of days ago I bought a book of 350 short essays called “Everyday Drucker.” At the beginning, there is an interview with Peter Drucker. He is obviously very old now, I think about 93. What is striking is the fact that he is always learning. I think that’s the key.

During the last couple of years I have been fortunate to meet, talk and share ideas with a couple of inspiring people. Of course you learn by doing and through feedback from your colleagues. On the other hand, your decisions regarding with whom you spend your time, including free time, are very important for your development. The people around me are what make me “rich.”

In addition to people, I would like to emphasize the necessity of consistence and reliability. These are the qualities which PAPIRIUS is also based on.

The customer is used to a certain quality of service that you are obliged to keep, and you may not allow yourself to disappoint him or her. I also believe in the importance of social responsibility which we have towards the environment where we undertake our business.

I expect this to become more and more important.

We all know what our mistakes have been. Do you want to talk about one or two and what you learned from those experiences?

I made this one several times: firing weak people too late. It is the one I am aware of and it is still hard not to repeat it. Usually it starts when you feel some

uncertainty that keeps coming back and back again, and at the end, turns out to be quite expensive. A long time ago, we hired someone who was a key manager.

After some time, he had some minor discrepancies in his receipts. I noticed it but did not follow through.

It was at the time when we were operating at a loss and we needed that person because he was in finance. Now I know I should have fired him on the spot. I think there should really be zero tolerance for fraud and lies. I can tolerate it when you screw up a tender or lose a customer, as long as you do not do it the same way again. But there should be no questions when it is about integrity.

How do you perceive the future? What will be some other challenges you would like to embrace or goals you have?

First of all, I believe strongly in a balanced life.

By balanced I mean including work, reading, family, free time, traveling, etc. I like very, very much what I do. It is my passion. On the other hand, if I look at our company from a global perspective and then take the additional perspective of time, it is just “a piece of sand”.

So let’s do it well, make customers and people who work with us happy and get great results. The freedom my work gives me is probably what I value the most.

I tend to tell my people that I would be glad if PAPIRIUS was third place in their list of priorities. I do not like to have workaholics around me. Outside the company I like to wear more hats on my head.

I like different sports, music, traveling, and reading.

For instance, this weekend I went cross–country skiing, which I love very much, and next weekend I may go flying. I can do some outdoor sports fairly well, like extreme skiing and ice–climbing.

Talk a little bit about the company’s growth.

You can give me specific numbers or you can talk about percentage of growth.

Last year, PAPIRIUS sales were just below 40 million Euros and this year we hope to add about 8 to 10 million Euros more. We have about 700 people in the Czech Republic, Hungary, Lithuania and Slovakia. We see the main growth opportunities as being outside the Czech Republic. Because we have a certain market share here we can grow around 10% in the Czech Republic but probably not more.

It is much easier for us to grow 30 or 50% in the new markets.

Is there anything I haven’t asked you that you’d like to say, maybe something you think is interesting to give as a topic in entrepreneurship?

Entrepreneurship is based on the importance of freedom and responsibility, which go together, although responsibility is something very personal, as well as the chance to bring people together to create new things. It is a lot of fun.

by Peter R. Loewenguth I

českou verzi naleznete na www.clubmagazine.cz

Prague Club Magazine I/ 2005

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Distinguished visit to Prague by Homer E. Moyer, Jr. Homer E. Moyer, Jr. Member Washington, DC 202–626–6020 · 202–628–0858 Fax hmoyer@milchev.com

Areas

of Emphasis: International; Fraud & White Collar Crime; Litigation; Domestic and International Arbitration; FCPA/International Corruption; Trade Policy and Disputes; Investment Disputes and International Arbitration; Corporate Compliance and Internal Investigations; Criminal Litigation; Export Controls and Economic Sanctions; International Trade Litigation (AD/CVD/201); Investment / Commercial; Supreme Court and Appellate Litigation; White Collar Crime Litigation; Section 337 and Intellectual Property Litigation.

Education: Yale Law School, 1967, LL.B.; Emory University, 1964, B.A.

Homer E. Moyer, Jr., the founder of Miller & Chevalier’s 40–lawyer International Department, has represented clients before all levels of federal courts, including the U.S. Supreme Court, and in various landmark international disputes, including the largest WTO trade dispute to date and each of the NAFTA Extraordinary Challenges.

A political appointee in both Democratic and Republican administrations, Mr. Moyer served as General Counsel (1980–81), Counselor to the Secretary (1979), and Deputy General Counsel (1976–78) of the U.S. Department of Commerce.

Before government, he practiced with Covington & Burling; wrote Justice and the Military, a treatise on military law; and served in the Office of the Judge Advocate General of the Navy, with collateral duty at the White House.

Mr. Moyer was the co–founder and Chair (1990–2002) of CEELI, the ABA’s Central and East European Law Initiative, described by former Attorney General Janet Reno as „the worthiest pro bono project that American lawyers have ever undertaken.“ He is

president of Friends of the CEELI Institute, a graduate level training center in Prague. Mr. Moyer received the ABA’s World Order Under Law Award (1998), CEELI’s Volunteer Award (2002), and a special ABA award at Runnymede during the rededication of the ABA Memorial to Magna Carta (2000). He has also served as Chair of the ABA’s Section of International Law and Practice (1990–91), Council member (1985–91), and Chair of its International Trade Committee (1984–86).

A member of the firm’s Policy Committee, Mr. Moyer has chaired the International Department (1981–99) and served on its Executive Committee (1985–95). He is a member of the Board of Trustees of the Center for American and International Law and of the Council for Excellence in Government; past President of the Washington Council of Lawyers; co–author of Export Controls as Instruments of Foreign Policy, (ILI 1985); and a frequent speaker and writer on anti–corruption and other international topics. He recently authored the best–selling book, The R.A.T. (Real–World Aptitude Test): Preparing Yourself for Leaving Home (Capital Books; 2001).

Who we are

What we do

Established in 1999 by the American Bar Association Central European and Eurasian Law Initiative (ABA/CEELI), the CEELI Institute is an independent, not–for–profit international provider of post–graduate, professional legal education located in Prague, Czech Republic. The CEELI Institute offers intensive practical and skills–based training to judges, lawyers, in–house counsel, and legal reformers from various countries currently experiencing significant legal change, to help them meet legal challenges facing their particular systems. The courses taught at the CEELI Institute are designed to support the continued development of market economies, democratic values, and a respect for human rights.

The instructors who teach at the Institute volunteer their time and share their knowledge as a public service, without pay.

Since opening its doors, the Institute has: •Trained over 500 judges, lawyers and judicial training center directors from 30 countries; •Conducted courses in English, Russian, Serbian, Albanian, Georgian, Latvian and Arabic; •Developed and offered courses in the following subject areas: •Judging in a Democratic Society •Judging in a Market Economy •International Human Rights Law •Law and Practice in the European Union •Benchbooks for Judges •Developing judicial training centers and programs •Intellectual Property Law (2005) •Competition Law (2005) •Anti–corruption (2005) •Courses in Criminal Law and Environmental Law are being considered •Utilized the donated services of legal experts from America, Europe, Eurasia and the Middle East, with a value in excess of $2,000,000.

Our existing financial support The Institute is a not–for–profit entity founded under Czech law. The Friends of the CEELI Institute, a 501(c)(3) nonprofit organization, assists the Institute in the United States. The Institute received an initial, multi–year start–up grant through the U.S. Agency for International Development. Specific program funding and support for its building renovation program is received through government and international organizations (World Bank, OSCE, British DFID, etc.), as well as private corporations and foundations.

Presently, a majority of the financial support for the Institute comes from private corporations and foundations.

In addition to contributions by countless individuals, the following have provided or continue to provide financial support to the Institute: •American Bar Association •Baker Hughes Incorporated •Baker & McKenzie •Ceska Sporitelna Bank (Czech Republic) •Charles Stewart Mott Foundation •Colgate Palmolive Company •UK Department for International Development (DFID) •Dwight D. and Vance K. Opperman Foundation •ExxonMobil Foundation •Foreign Ministry of the Czech Republic •International Legal Assistance Consortium (ILAC)

Iraqi Judges

•Kimberly–Clark Corporation •Microsoft Corporation •Miller & Chevalier Foundation •National Endowment for Democracy •Norwegian Refugee Council •Organization for Security and Cooperation in Europe (OSCE) •Pfizer Corporation •Pharmaceutical Research and Manufacturers of America (PhRMA) •Tyco International •United States Agency for International Development (USAID) •Weil Gotshal & Manges •World Bank

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Gröbovka Villa

EVENTS AT THE CEELI INSTITUTE WINTER 2005 •Forty–Seven Iraqi Judges Attend Second Judging in a Democratic Society Course •Iraqi Chief Justice Madhat Al–Mahmood Visits Institute •Czech Ministry of Foreign Affairs Provides Funding for Iraqi Judicial Training •Institute Training Featured on Front Page of The Prague Post •In Memoriam – Judge Qaiss H. Al–Shamari •Institute Assists Latvians with Drafting of Criminal Law Benchbook •Czech President Václav Klaus Visits Institute •Phase Two of Gröbovka Villa Renovation Underway •Institute Secures New Supporters

Forty–Seven Iraqi Judges Attend Second Judging in a Democratic Society Course With a grant from the British Government’s De– partment for International Development (DFID), and under an agreement with the International Legal Assistance Consortium (ILAC), the Institute held its second course for Iraqi judges in Prague, from November 26 to December 10, 2004.

The Institute’s second Judging in a Democratic Society course included Iraq’s first woman judge and two of her female colleagues. The Iraqi judges represented all parts of the country and all levels of the court system and were led by Judge Dr. Riyadh K. J. Al–Sadi of the Cassation Court in Baghdad. The Institute faculty included Justice Robert Utter (Chief Justice, Supreme Court, State of Washington, retired), Judge Judy Chirlin (Judge, Los Angeles County Superior Court) and Markus Zimmer (Clerk of Court, U.S. District Court for the District of Utah), with specialized faculty Dr. Ernst Markel (Honorary President of the International Association of Judges

and Justice of the Supreme Court of Austria), Dr. Medhat Ramadan, (Professor of Law, Cairo University) and Christian Ĺhlund (ILAC Executive Director).

During the two–week course, participants discussed the role of a judge in a democratic society, judicial independence, court management and efficiency, international sources of law (with an emphasis on international human rights law), judicial ethics, media and the courts, community outreach and skills for judicial leadership. The Institute partnered with the Czech Union of Judges to arrange a court visit and discussions between Iraqi and Czech judges on the practical challenges faced by judiciaries in transitioning societies.

ABA President–Elect Michael Greco and Vice– Chair of the Czech Constitutional Court Eliška Wagnerová addressed the judges at the Institute’s graduation dinner. Attendees at the dinner included

Institute supporters Patty Stack (President, International Women’s Organization of Prague), Borys Dackiw (Managing Partner, Baker & McKenzie), and Laurie Spengler, (Chair, American Chamber of Commerce in Prague). The course was visited by U.S. Ambassador, H.E. William J. Cabaniss; Iraqi Ambassador, H.E. Dhia Al– Dabbass; and Doug Allen, incoming Resident Legal Advisor, U.S. Embassy, Baghdad. During the training, the participants were hosted by the British Embassy and by the Czech Ministry of Foreign Affairs.

During the course, consultations with the Iraqi judges were held by Angela Conway, Director, ABA Middle East Programs and Lisa Dickieson, Director, ABA–Asia to enhance the assistance already provided by the ABA in the region. Professor John Hagan, Senior Research Fellow, American Bar Foundation, surveyed the judges during the course as part of an ongoing research project.

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gala evening charity event

From left: Petr Bareš, Rotary Club “Prague International” Chairman, An Schmidt, RWE and Andreas Ueltzhöffer, CMS Cameron McKenna

The Rotary Club Prague International

2005 Gourmet Members–for–Members Gala Evening at Hotel Savoy

148 From left: La and Thorir Gunnarsson, Honorary Consul General of Iceland, Jaelee Watanabe, George Csaszar, Kirchman Corporation and Beata Csaszar, Managing Director Santé Holding

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Karel Hampl, Treasurer Rotary Club “Prague International”, Marie Jehličková, Managing Director Intercontact Praha and Lenny Aardse, Artist

From left: Miloslava Levická and Manfred Joseph, Chief Executive Office, ICZ with wife Hana

Frank Watanabe, Managing Director CR/SR Eli Lilly and Jaelee Watanabe

From left: Jacob Sadilek MSc, Member of the Board and Deputy Chief Executive Office Stavební spořitelna České spořitelny and Eric Best, Fleet Sheet Publisher

From right: Eric van Dal, General Manager Hotel Savoy and Colonel José Warnez, Belgian Defence attaché, surrounding Anette B. Reissfelder, Management Coaching, Prague Coaching Club Heidi Franke, June Murray M.A., CCI

Waiting for the big moment

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Hospitality without Borders

gourmet event The event “Quality for Hospitality Without Borders” has been organised by the “Culinary School of the Emilia–Romagna Region”, by the “road of wines and flavours of the hills of Forli – Cesena” and by the “Association of Emilia–Romagnoli” in Prague.

The Italian community in Prague rallied under the slogan “The spirit of the new Europe: unite peoples, integrate cultures, harmonise the scope of the development” for a workshop followed by a gala dinner that took place on Thursday, February 3, at KAMPA Hotel, in the very heart of Prague. The aim was to represent in a snapshot the values, commitments and centres of excellence in the territory of the Romagna – the eastern part of the Emilia–Romagna region – to tourists and the economic and commercial operators of the Czech Republic.

H.E. Giorgio Radicati, Ambassador of Italy, in his speech

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Natalia Zarembo, Massimo Bernacconi, President of Associazione Praghese Emiliano Romagnol, and Translator From left: Mrs. Genny Radicati, wife of Italian Ambassador, Mrs. Asolka Maniscalchi and worldwide renowned photographer Rossano Maniscalchi Stefania Lopedoto and Domenico Lopedoto, Ditta Dosten

Cinzia Bernacconi, wife of President of Associazione Praghese Emiliano Romagnol and Dr. Silvio Gulli, Retail Manager Eni

From left: Massimo Masotti, Teniment Fattoria Ca'Rossa Bertinoro, Roy Berardi, Journalist and spokesperson, Pierluigi Maltoni

Massimo Bernacconi, President of Associazione Praghese Emiliano Romagnol, Testa Tristano, Real Estate and Italia Concetta, wife of Testa

Vladimír Vihan, Mayor Prague 1 and Eugenia Vihanová

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leisure and travel

North American WANDERINGS In summertime, it is nice to concentrate on things that we have been forced to put off, with a feeling of desolate necessity, during the rest of the year. Of course, especially during the summer, there are things going on all over world, but in 2004 we turned our attention to North America. Our goal was to visit several exhibitions which focused on art from the first half of the 20th century. Interest in this period is high and contemporary art is still influenced by these earlier trends. The interim between the two World Wars was one of artistic revolution that changed the way that we view our world. Figural, thematic, and realistic styles lost favor and were eventually replaced by totally abstract forms. Literature, art, film, and music mingled as one. The goal was for the emo– tions of the artist and the soul of the viewer to establish a dialogue - with both sides engaged in “symbolic speech” without the need for words.

1) JEAN COCTEAU – RETROSPECTIVE EXHIBITION AT THE MUSÉE DES BEAUX ARTS IN MONTREAL “Friends, I forgive you,” are among the last words spoken by this most original of artists before his death. The extensive exhibition organized by the Pompidou Centre in Paris was devoted to this controversial personality – “enfant terrible” – and also represented a valuable cross section of art from the 1930s to the 1950s, of which Cocteau was undoubtedly a co–creator.

Cocteau’s first attempts at average verses (which, by the way, he later deleted from his accumulated works) were hesitant, but the author soon found his footing and over time went on to create works of lasting value. The elegance and energy of his work kept him well ahead of his time. According to Cocteau, everything springs from Greek values and philosophies that are full of a strong, white light that conceals nothing. The artist draws universal inspiration from the very roots of our civilisation and is freed from the “sediment of two thousand years of sludge” by applying the ancient ideals

to the modern way of life. As always, there is nothing new under the sun. Eloquence and timeliness are apparent in the titles of Cocteau’s works: “Blood of a Poet,” with its historic mirror scene; “Beauty and the Beast,” filmed with Jean Marais; “Ophelia’s Will,” “Opium,” “Les Enfants Terribles,” “The Young Man and Death,” and “Self–portrait Without a Face.”

Cocteau was influenced by his careful selection of artist friends including Picasso, Proust, Diaghilev, Modigliani, Piaf and others who he closely consulted about his work. Rebellion was a fundamental value for Cocteau: rebellion against convention, against snobbery, against stupidity, and against false morality.

Evil tongues accused him of fighting all of his fundamental battles in the “featherweight category,” but no one denies that Cocteau was a catalyst for his time and the creator of several masterpieces. He was an artist who made our dreams come true, broke down the borders between artistic trends, and seamlessly transformed antique culture into a contemporary form. His work did not reproach the confused viewer; rather, Cocteau posed questions that the audience must answer for him– or herself, thus becoming part of the creative process.

Cocteau was a powerful force on the culture of his time, but interest in his personality ebbed away and even his almost pathological desire to always capture attention turned against him. The result could be heard in the cruel words that Diaghilev aimed at him: “Surprise me with something new….” “Cocteau was great”, said T.S. Eliott to Stravinsky in 1951, “but I had the feeling that in his eyes, our meeting was some sort of test for a more important future conflict.” Cocteau saw this encounter differently: “Why should I waste so much energy convincing philistines of my genius? Fame is the worst possible mistress.”

Although Guillaume Appolinaire proclaimed him to be the “King of Poets” and wrote about his uncanny ability to uncover the "cleanest truths," Cocteau failed in his ambition to be declared the greatest French poet of the 20th century.

Even though he died 40 years ago, the significance

of his work in many different areas (poetry, literature, film, drawing, music, and ballet) continues to influence contemporary art. His confident drive remains relevant to our world and to our lives.

2) THE MONTREAL JAZZ FESTIVAL It is a refreshing change to plunge into a whirlwind of jazz after pondering the “unnatural lies” hidden in poetry and the “deceptive truths” in philosophy. Jazz does not pretend to be something that it is not and unabashedly draws you into its narcotic rhythms. Montreal in summer is the rendez– vous point for everything going on in the world of jazz, blues and Latin sounds. Over its 25 year history, this event has fluidly grown into the largest jazz festival in the world. Over the course of two weeks, countless concerts take place in one part of the city that is completely set aside for this purpose.

A certain social democracy reigns, enabling everyone to enjoy themselves as they please according to their means at these formal concerts or at free open–air performances by no less talented, but only less familiar, musicians. The city truly vibrates from the early hours of the afternoon late into the night. Stars of the jazz world perform in several multi–purpose concert halls which, despite their size and relative austerity, manage to energize Montreal’s grateful public. Highlights of the 2004 participants included W. Marsalis, K. Jarret, G. Benson, B. Mehldau, S. Clarke, the complex E. Gismonti, the interesting K. Jones, I. Ferrer of the Buena Vista Social Club, the ever–young Diane Reeves, O. Peterson, and C. Haden (who voiced his usual “political agitation” by signing off with the words, “Make sure that you vote!”). Night blends into morning for the insatiable and persevering jazz fans in the clubs – whether at official concerts or improvised informal jam sessions. The whole city swings and a huge mass of people from various nationalities mingle and joyfully relish in the temporary freedom from everyday cares.

Golf course Le Diable

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leisure and travel

3) BISTRO CHAMPLAIN – QUEBEC, CANADA Man does not live by art alone, but also on bread – so it is important to pay some attention to our taste buds. We are sitting with our friend Peter, not far from Montebello on the shore of one of the countless lakes in Canada, after a very average lunch. Tired by the morning’s golf, we are brooding over what to do with the rest of the afternoon and where to work up our appetite for a nice dinner. We idly watch the boats and seaplanes landing nearby, innocent of the fact that salvation and a solution really can descend from heaven!

I have a customer, recounts Peter, who is a pilot and owner of the Delco Aviation Company, which operates a seaplane transportation line. Let’s go and have a look at the landing, maybe someone there knows him. With the propeller still rumbling, the doors of a little plane open and the pilot turns out to be an acquaintance of Peter! We boisterously explain the coincidence that has caused today’s sudden meeting and the pilot asks, would you like a ride? I reply that we will accept on the condition that he, in turn, accepts our invitation to dinner. Where shall we go? I suggest Mr. Champlain’s, a bistro with a famous wine cellar, which is, if I am not mistaken, somewhere in this area. You are right – smiles the pilot – I know him personally and there is not better place for miles around.

We can be there in 30 minutes by plane, flying over some lakes.

There is no doubt that Mr. Champlain’s collection of wines is of an international standard and certainly one which I would like to have as my own. This energetic and unpretentious fellow, in whom we find an unusual balance of a lumberjack’s strength and the gourmet’s emotional subtlety, has devoted his life to top quality wines. As opposed to most others who only philosophize on the subject, out of necessity

Mr. Champlain has actually tasted all these wines several times. He has managed to follow through on his passion and is one of the few who may declare without shame – “veni, vidi, vici”. Over the past 30 years in collaboration with his long–time friend, the Canadian painter Riopelle, Mr. Champlain has assembled a collection of wine that is unique in both quality and quantity (several tens of thousands of bottles) in his cellar not far from Montreal. The life of this man has been dedicated to the study, collection, storage, tasting, and continuous evaluation of wine. He was taking out bank loans in order to purchase new vintages and guaranteed the refund with those already collected.

The bistro itself and the menu are interesting, but everything is immediately overshadowed by the unbelievable wine list the size of a bible which encourages the perceptive individual to enjoy deep contemplation. Mr. Champlain evidently found us worthy of attention and to our unconcealed delight invited us to continue our studies of his treasures in the cellar itself where the shelves are heavy with rare vintages. Especially worthy of note is the special section of three–litre bottles of top quality Burgundy legends such as La Tache, Romane Conti, Echezaux, and Richebourg.

Each bottle has its own history, which Mr. Champlain describes with a conspiratorial expression on his face. After much hesitation, we choose a Montrachet “Domaines des Comtes Lafon” 1995, “Romanee Conti” 1991, and “Chateau Haut Brion” 1989. It would be pointless to rhapsodize over the near absolute perfection of these wines. We are thoroughly amazed and immersed in joy, but after a long and delicious period of suitably reverent silence, our conversation gradually begins to pick up again. We speak about abstract pictures of the recently deceased Riopelle and the inspiration which this nectar of the gods can give to us all.

qualified using famous Michelin guide expression “vaut le voyage” or deserves the trip. In some parts the fairways are as wide as a football stadium – Le Diable’s “football” hole no 13. In other parts of the course you are required to be extremely accurate because of narrow design. The peculiar thing about golf courses in Quebec is that all signs are marked in archaic French, such as “oiselet” for birdie or distances given in “verges”(inches).

5) BRANCUSSI – GUGGENHEIM MUSEUM NY.1071 FIFTH AVENUE AT 89TH STREET The exhibition of the life work of Brancussi (1876–1957) provides a good representative selection of his creativity.

The bold sculptor of Romanian descent who lived in Paris (it is said that he arrived there in 1904 from Romania on foot!) is characterised by an inquisitive approach to art where quality took precedence to quantity. He soon fell into the avant–garde cauldron of Montmartre, where he came into contact and discussion with the driving forces of the time such as Duchamp, Leger, Modigliani and Picasso, among others. After his early search for creativity, inspiration and wonder from the works of Rodin, he took his own original path. His fundamental approach was to catch only the essential in his sculptures and to not waste time with “background details.” He gradually focused his genius on a few basic curves and forms according to the principle of “depouillement total” or complete removal of all that is unnecessary (see The Sleeping Muse – La Muse endormie or The Kiss – Baiser). Brancussi’s work on the statue of “The Kiss” led him to discover 30 years later the “symbolic essence of form” (The Birds series – Les Oisaux) and he gradually concentrated on simplifying this as far as possible.

“Ideal lines and curves” such as, for example, “the curve Brancussi Head of woman

Mr. Champlain in his wine cellar

4) THE MONT TREMBLANT GOLF COURSE Summers are short in Canada and so are the golf seasons comparing to Europe. Thus, the golfers here are forced to exploit every single suitable moment and the perfect organisation in general is tuned to work smoothly. Playing golf around Montreal, you are likely to be on the horns of a dilema where to play as there are dozens of outstanding golf courses in the region. Every course offers new and surprising landscapes, with the obsession of their architects with the last detail. Two golf courses in Mont Tramblant, around 100 kilometers from Montreal, Le Geant and Le Diable might be

Seaplane fastest private transport of short distances in Canada

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leisure and travel of a woman’s body”, are Brancussi's eternal artistic inspirations.

Paris was undoubtedly the Mecca of the art world at the time and Brancussi gradually found fame and recognition there.

By 1920 he was regarded as one of the greats in the field of sculpture.

6) MODIGLIANI, THE JEWISH MUSEUM NY, 1109 FIFTH AVENUE AT 92ND STREET

Portrait of a Young Woman with Blue Eyes Modigliani

One of the most complete exhibitions dedicated to the con– troversial painter and sculptor, Modigliani (1884–1920) is an eternal reproach for a genius who was misunderstood in his own time. He lived in despair and his disordered and bohemian lifestyle ended sadly, but he did not allow his work to suffer as

a result. His paintings are full of joy and happiness and still speak to us after almost a hundred years. His avant–garde work is mainly focused on poetic depictions of faces and figures, characterised by very clean lines, elegance and masterful use of colour. Modigliani’s nudes are full of sensuality and boldly invite us on an adventurous journey (Invitation au voyage). This friend of Parisian artists such as Picasso, Brancussi and other greats of the 20th century, died of exhaustion at the age of 36.

Golf course Le Diable

7) FRANCOISE GILLOT, NY Our trip to NY absolutely had to include a visit to Mrs. Francoise Gillot, who is most certainly one of the important and interesting painters of the 20th century, even though as an artist, she lived for a long time in the shadow of her husband, Pablo Picasso. She is the mother of his children, Paloma and Claude. She is a personality with unbelievable moral strength, having survived all the whims of genius and flights of fancy of her husband, including suffering Marie Therese and Dora Maar. She studied and loved the works of Matisse, though she was inspired by Fernerd Leger. She quickly developed her own artistic style regardless of what was said or done in the circle around her. During their divorce, Picasso said: “There are many men with faults such as mine, men with quality such as mine do not exist! ” Her work, which she exhibited in all the famous galleries throughout Europe and North America, are represented in many private and public collections. She was one of the artists who helped to establish artistic exchanges between European art schools and the contemporary American art scene in the 50s and 60s. She also wrote the books “Life with Picasso”, “Matisse and Picasso”, “Friendship in Art”, and “The Fugitive Eye”.

Francoise invited us to her studio/apartment on 67th street.

First of all, we were not bashful in having a good look at her latest pictures. What will she come up with next?

With an inquisitive look, Francoise strips us bare us as if we were giving confession. Time suddenly comes to a halt and we wonder at her ever–new ideas and the methods for bringing them to life, examples of which surround us. This energetic 80–year–old woman – whose age is, by the way, not worth contemplating – has been painting from early childhood. One thing is certain: her work will provoke a reaction in everybody who views it. She was an active participant in the artistic explosion in the first half of the 20th century where her contemporary work is rooted. Abstract expression and perfect composition of colours immediately draw us into her world with a kind of magical power. At the same time, the pictures evoke forms and feelings, which we seem to know emotionally.

“In the technical world of today,” says Francoise, “the des– criptive function, which once belonged to pictures and drawing, has been fully replaced by photography, film and television, thus providing drawing with a certain amount of autonomy. It is interesting to paint mental objects or symbols as the art of composition is not figurative in its own right. I like using symbols, which allow a perceptive viewer to select the correct path to “read” my works and to establish an emotional dialogue.”

With her abstract approach, some sort of ectoplasm always appears in her pictures, similar to Joan Miró, which tickles

Iva and Joseph Drebitko with Francoise GILLOT in New York atelier

our brain a little and entices our thoughts away from the beaten track. The art of Francoise Gillot is symbolised by a sort of circle, which is closing again today. At the end of the 19th century, symbolism, which was a little too “book descriptive”, triumphed (for example, in the case of G. Moreau or O. Redon).

But Picasso and Matisse had already absolutely refused to use symbols on their canvases and gravitated more toward “marks” in order to show us the direction of their thoughts. Without a doubt, this path toward a breaking down of “all that is unnecessary” was supported and followed by each new up–and–coming generation of artists in the 20th century.

From simplification to simplification, modern painting gra– dually found itself in not–quite dead end streets with pri– mitivism peeking around the corner! At the beginning of the 21st century it would then be rather pertinent to ponder the idea that all this effort might have finished with some kind of massacre and whether a slight look back might actually provoke new impulses and directions.

Lively colours refuse description with their wide strokes, but they speak to our subconscious with the aid of marks and symbols of a secret to which Francoise Gillot has most certainly found the key.

By Joseph Drebitko I

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