Prague Leaders Magazine Issue 05/2009

NO 5/2009

www.leadersmagazine.cz

195,- CZK

m a g a z i n e

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MUDr. Barbara Taušová Canadian Medical Care photo: CMC (Canadian Medical Care)

FAMILY MEDICAL CENTRE Prague City Hall

Comenius

EU Matters

Interview

National Theatre

Rabbi Loew’s

Round Table of Comenius

Czech Prime Minister

with Mr. Jakub Šebesta, Minister of Agriculture of the Czech Republic at Top Hotel...

Jan Fischer in European Parliament

Business On The Racetrack

Radúz a Mahulena

Path of Life

An interview with Ivana Ulmanová, Chairwoman of the Board of Directors of the Automotodrom Brno joint-stock company...

Zeyer’s dramatic poem Radúz and Mahulena, directed by J. A. Pitínsky reappeared on the scene of the National Theater...

Conference dedicated to the 400 th death anniversary of significant Jewish Rabbi, Yehuda Loew ben Becalel (also known as the Maharal)...

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page 133

Despite the fact that the Round Table took place shortly after the Constitutional Court put hold...

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page 70

Prime Minister Fischer stressed the difficult conditions Czech Presidency had to deal with as well as the 80 concrete measures Presidency agreed...

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page 100

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page 80

On the 18th of June

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page 122

You can now enjoy all the comforts of a 5 star hotel when you fl fly Turkish Airlines First Class.

The ultimate in comfort, service and luxury awaits you - feel like a true Superstar!

Th

For further information please contact:

Turkish Airlines, Václavské náměstí 19, 110 00 Praha 1, tel.: +420 234 708 708, www.turkishairlines.cz, info@turkishairlines.cz G0022_inz_first_class_234x162,5.indd 1

10.2.2009 10:32:10

LEADERS MAGAZINE COVERING TOP PRAGUE EVENTS For Full Photocoverage Go To www.leadersmagazine.cz/photogallery

An interview with Alexandr Herda, Vice President Europe, U.S. Rest and Shop

We Choose Our Partners

CAREFULLY More guests in the hotels and restaurants are coming back because we are offering to them something they will not ďŹ nd any where else. In this exclusive inter view, before the planned selection of the elite partners, we found out more from Alexandr Herda, Vice President of the company for Europe.

Photo:: Ar Archiivvee

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Leaders Magazine V/2009

Frroom leeft Fro Fr efft f t: Alex lexa xaan and nnddr Heer erd rrddaa,, Vic Vice Vi Presi Pre sident si sid entt Eu Europ urop roop ope aand nd Eri nd Eric van Da Dal D aall, Intern Int Intern ernati ationa onaal Buusssiines n s De Dev eeve v lopper

www.restandshop.cz

Your company is entering the market in difficult times, but with a revolutionary approach to business. You are offering the hotels “Travel Retail Services”. What exactly does it mean?

You are right, we are the first to come with this revolutionary business strategy which quite essentially generates higher demand for premium hotels and restaurants from the side of guests and on top of that enhances their standard range of services. In Europe, we are the only one who offers this kind of service and we do it only for selected five star hotels and carefully selected four star hotels as well as internationally recognized restaurants. Our goal is to make thee be th best st ooff th thei eirr st stay ay iinn th thee ho hote tel;l; sstr tric ictltlyy sp spea eakking we are able to provide them something even further than accommodation and catering. We can offer them another supplementary service that is not offered by hotels and which subsequently brings them relatively high profit. Our know-how basically means that with this series of benefits which cannot be refused we will be able to gain new guests, keep the current guests longer and make them spend more, and in addition to bring them back next time as well. We are sure that this business strategy will be welcome by the elite.

You are talking about the benefits. So you provide a feeling of exclusivity to the guest?

With our services we create some kind of an emotional bond between the guest and the subject. Let me give you an example, if you visited a restaurant 6 months ago you have no chance to remember it if something exceptional did not happen there. And that is what we want to offer to the customer, something which is not usual at other places. According to our research approximately 25 percent of the customers who use four and five star hotels or restaurants react to our new service positively, so this is the percentage which we can add to their profit. But it is not only emotion ti onal al bbon onds ds;; th thee fa fact ct iiss th that at tthe he ggue uest st pper erceives in a positive manner those who offer him more than competitors.

Where was the whole project born and why did you choose Prague for your European headquarters?

Our mother company comes from the USA; it is a fellowship of the private lobbyist groups which are largely linked to the hospitality sector. We all know very well that occupancy of the hotels is decreasing not only here but in the USA as well. Our investor was really interested to change that situation. Therefore there was a conference held, where the investors,

U.S. REST AND SHOP, organizační složka Office Centrum Libeňský pivovar U Libeňského pivovaru 63, 180 00 Praha 8

Rest and Shop benefits for partners FOR HOTELS: ● ● ● ●

Higher preferences of the guest when booking Guest also visits the hotel restaurant* Increase in profit and turnover up to 20 % per year Distinguishing from competitors

FOR RESTAURANTS: ● ● ● ●

Higher occupancy Customer returns at least once more* Increase in profit and turnover up to 20 % per year Distinguishing from competitors * real % may differ

as well as the hotel and restaurant management presented their ideas and the goals of the new model were defined. That was the beginning of the creation of the Rest and Shop revolutionaryy conceived strategy gy, pr p eppared byy the top management and marketing professionals in the world, for the hotels like Hilton and Marriott and others in that category, to be able to keep them on top. And why Europe and Prague? Partly because Europe is the most intricate market due to the language and customary differences. The amazing quality about our project is that it can work across all those barriers. And especially because Prague is the centre of Europe, it has a high number of five star hotels which especially today have fairly big problems to earn their living. By our action we would like to help them not to have empty rooms and restaurants.

You focus on the elite hotels. Are there any general criteria of acceptance?

Our professionals set twenty conditions for the hotels and thirty for the restaurants and I must say that they are strict. I dare to say that out of the whole market we accept approximately ten percent. Currently, our inspectors (we have about 250 of them only for the Czech Republic), are already working on the selection. But we know that with the first premium hotels we will negotiate better starting position. This first group we will strongly present in the media as well (PARTNERS ON BOARD) locallyy and abroad,, i.e. for the guests and travel agencies, this will be a clear signal that the hotel belongs to the elite, cares for their guests and has something that the competition does not. Which is something what is crucial today, when everybody can choose and the offer is bigger than demand.

It means that you will refuse to cooperate with 90% of the hotels and restaurants only to keep the exclusivity of the service and be able to distinguish the selected ones from their competitors which do not make it through your sieve?

Yes, that´s the rule.

Who belongs to your European team?

We have approximately 450 contract workers and we are planning about 30 employees at our Prague headquarters which we took over from Julius Mainl gr g oupp in Pragu g e, on topp of that we cooperate with some advisors, namely for example with Mr. Eric F.J. van Dal who is in charge of the international hotel chains.

The times are difficult; people are suspicious to something new. Do you think that this is the right time for you?

We are sure about that! Just realize that hotels´ occupancy was set to 50 to 70 % and suddenly they are sometimes getting below the line of 20 %. And at that time the solution is coming which can reduce the fall. We are sure that at the time when your income is going down the product which distinguishes you from others is always welcome. Our business model brings more guests, guests creates loyal customers, enables us to get the guests to the restaurants of the hotel as well as others and by all that, we dramatically increase the profit of our partners.

There is one more “but” on my mind, will you not tamper the image of the hotel by ordering or directing them how to work?

There is a very simple answer to that. If we chose the hotel or restaurant which we will cooperate with, everything will be settled in the contract accepted by both sides. In the contract, there will be exactly defined terms and borders of what we can and must,, and what the selected hotel or restaurant can and must do. You know, we are a supplement of their service or product but we, in no case, intervene in somebody´s image. It is similar to a manager being a member of the Rotary Club. This community does not diminish his prestige in no way; on the contrary one thing strengthens the other.

By Vlasta Holéciová ■ český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

5

Dear Readers,

After a great summer, in my opinion, we are now baskingg inn the wonderful colorss of au autu tumn tu mn and I believe th that at quite man anyy of our readder erss willl bbee he head adin ad ingg to the in forest stss tryi st t r yi tr y ng tto gett as manny mush mu shrro sh ro ms as pos room ossi sibl si blee. I don bl on’’t’t on know any ccou kn ount ou ntry nt ry and its peo eoopl plee whoo arre so fannat wh atic andd hap apppy abouut mu mush shro sh room ro omss pickkin om ing. g. I beg. liev evee it is a gr ev greeat tradittio ion an andd a great gr gr oppo porttun po unititityy to get awa w y from eve very ve ry day day ayss wo worr rrie rr iess andd ha ie hard rddshipp to fifind nd the ttranq nquility in nq the naatu th ture.. De Dear Czeech Dear c peopl ple le keeep do doingg thi his.

Desp De spitititee th sp the low w ac actititivi vity vi ty ddur urin ur ing th in thee laater part of summ mmer mm er w we have ha ve m man anaged to co an cove verr quuitite manyy innter ve erres estititng eeve vent ve ntss to sho nt how w you in thi yo hiss is issu suee of su of the Leade eade ders r Mag agaz ag azin az ine. ne. TToo menttioon some; Jaaz z at the he C Cas astltltlee wi as with the leg egen enda en dary da ry Han ankk Jones, Peru Na N tional al Day ay,, Slov Sl ovak ov akia Nat atioona at nall Da Day, y, C Coomenniu iuss Round Tabble bles wititithh Pr Prim imee Mi im Minist steer Fissch cher er and and w withh Minister of Ag Agririricu cultltltur cu uree Mr ur Mr.. Ja Jaku kubb Še ku Šebeesta, Rotaary Bus Ro Bus handoove verr to the sch sch choo ooll Mo oo Modr d ý Kl Kliič, Womann of the h Regi Re gion on, In on Internatioonal Yo Yout uthh Le ut Leaadershipps Se Seminar with th aboout 100 stud 100 sttud uden ents en ts fro fro rom m va variririou ouss co ou counntr trie ies. s.

Wee hhav avee ma manyy iinteresting ng int nter e view ws lilike ke M Mrs rs. Mg Mgr. Jur uráásková Ph.D, D, Mi M nisteer of He H alth Care,, Mrs rs. Ph PhDr Dr.. Kopicová vá, Minnister of Educ Ed ucaation, You outhh aand nd S Spo port rtss, M Mr.r. PPavvel Brabec, Presi s de dent n of Accraa ((As A so soci ciat atio ionn of Cze zecch Adverttisi sing ng Agenccie ies) s), Pr Prof of.. In Ingg.

Havl Ha vlíč íček ek,, Reect ctor CVU U T, PhDr. Onddře řej Če Čern rný, ý, Gen Gener eral al Direc ecto tor Natitional Na al TThe heaatre, Mr. St Steffan Fůl Fůle, e, M Min inis iste terr fo forr Eu E ro roppean Affairs rs, M . Korč, Ch Mr Chai airm rmann ooff th thee As Asso sociat atioon of the Cze zech ch Film Clubbs, Inng. g Fland nder erov ová, á, fo forme merr District ct Gov overnor Lionns Club ub,, JU JUDr Dr. Vl Vlaadiimi mirr Er Erma makkov, C Com ompany Presi sideent andd IIng ng. Hu Hugo go KKysilka ka, Vice President for Marketing of the Gas Company Vemex to mention some of them.

I am proud to say that our web page is getting better and better and within a short time we will also have a special cooperation with MediaTel. Thanks to Media Tel and their vast information ability we will have additional content, for example connection to their Travel Guide in three languages, English, German and Czech.

Our electronic version of the magazine is now read by people from 98 countries according to the Google analytic system. We have monthly around 20.000 page viewers. This is an excellent promotion of what’s going on in the Czech Republic, both Myy ddo M dog og R og Rhheeaa our coverage of important events and interviews of top level personalities from the business, politics and culture sphere.

Dear readers, I hope you will appreciate and like this September issue and I wish you a great autumn. Hopefully you will find many of those delicious hidden treasures (mushrooms) in the forest.

events 40 50 66 70

74 86 92 106 110 114 117 118 133 136

Provident Financial The Best Woman of the Region 2009 Lions Club Prague Eagle Celebrate 20 years Anniversary at Castle Blatná Round Table of Comenius with Prime Minister Mr. Jan Fischer at the Hotel Pyramida Round Table of Comenius with Mr. Jakub Šebesta, Minister of Agriculture of the Czech Republic at the Top Hotel Round Table of Comenius with the founder of TOP 09 Mr. Miroslav Kalousek Blue Mammoth Arrives at the Blue Key School Jazz at the Castle with Trio Hank Jones Lions Club Prague Bohemia Ambassador Top Sporting Golf Event at Čeladná Farewell to Jaap and Leny Aardse Effectconsulting Is Celebrating 15 Years on the Market 18th International Youth Leadership Conference Rabbi Loew’s Path of Life Through Public Castings Right into the Parliament

contributors 9 13 23 60 89 90 96 138

78–81 78 81 I SSwear.../I /Ivan Pil Pilnýý The Great Captains of Our Lives/ s Karin Genton L'Eppée Due to Politicized Justice in the CR the World Famous Bertramka Monument Is Closing Down/Roland Heigger The Energy-Climate Crisis Is Your Business Part X: “Grassoline” – Biofuels the Right Way1/James A. Cusumano, PhD. Czech As a Bridge Between Continents/ The Czechoslovak Foreign Institute Global Demography Opportunity or Ticking Bomb?/Jan Muehlfeit The Main Causes of the Financial Crisis and some Possible Remedies/Vincent J. Derudder Assembly of Barristers/JUDr. Roman Jelínek

Yoour urss si sincerelly, Benkee Aike ike kkelllll bennke.aikell@l be @lea eade d rsmaaga gazinee.c .czz www ww w.le lead ader ersm smag agaz azin inee.cz cz

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Lead Le adeers Ma ad Maga g ziine V/ 200 200 0 9

page 133 – Rabbi Loew's Path of Life

diplomatic events 24 28 127 130

page 66 – Comenius with Prime Minister Jan Fischer

National Day of Slovakia at Žofín Palace Farewell to the Norwegian Ambassador H.E. Peter Raeder and his Wife Inger Melhuus Raeder 188th Anniversary of the Independence of Peru Commemoration of o the Visit of Benedict XVI to Israel

the good things in life

44 – Japan

interviews 4 10

14

16 18

20 32

34

36 38 46

54 56

58

62 64 80

82

84

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page 118 – 18th International Youth Leadership Conference

We Choose Our Partners Carefully An interview with Alexandr Herda, Vice President Europe, U.S. Rest and Shop 11 Years of Canadian Medical Care in Prague An interview with MUDr. Barbara Taušová and Jan Oberman, Canadian Medical Care in Prague The Rising Star of the Aviation World TURKISH AIRLINES An interview with Fatma Yuceler, Turkish Airlines´ General Manager for the Czech Republic and Slovakia Research and Development Is The Only Way An interview with Miroslava Kopicová, Minister of Education Judge Rwanda An interview with Judge Robert Fremr about his experience with the International Criminal Tribunal for Rwanda Switching from Diplomacy to Politics An interview with Štefan Füle, Minister for European Affairs VEMEX About Us and Natural Gas 97 Business News An interview with JUDr. Vladimír Ermakov, Company President and Ing. Hugo 98 The Basis of the Development of Every Region is Support for Science Kysilka, Vice-President for Marketing and Research.

Teaching Is the Meaning of my Life An interview with Evžen Tošenovský, European Parliament An interview with Professor Václav Havlíček, Rector of the Czech Technical 11000 10 Czech Prime Minister Jan Ja Fischer in European Parliament University in Prague 11002 EU Chief: Energy and Climate are Today’s Coal and Steel Radar Base Still Put on Ice 104 The lobbyist in Brusselss Must Simply Have a Suitcase Full An interview with Jan Kohout, Minister of Foreign Affairs of Arguments Instead of o Money Theatre Can Look Into Human Soul, Open it and Explore it An interview with Ing. Ing PPetr Osvald (CSSD) (CSSD), Representative of the Czech Republic An interview with Ondřej Černý, Managing Director of the National Theeatre The Genuine Legend of Film Art An interview with Václav Vorlíček, one of the most successful Czech Film F Directors and Screenwriters There Is no Such Thing As Originality An interview with David Radok, Stage Director It Is our Mission to Help and to Serve An interview with Jana Flanderová, the Former District Governor of thee Lions Club in the Czech Republic and Slovakia Effective Advertising? ...Witty and True!

A talk about Ethics and Creativity in Advertising with Pavel Brabec, Prresident of the Association of Czech Advertising Agencies and Marketing Communication Spreading their Wings Prague-based Grossmann Jet Service s.r.o. Is Branching out in a Growing Market An interview with Dagmar Grossmann, CEO, Grossmann Jet Service sppol. s r.o.

I Care Very Much About the Fees Preservation in our Health Care An interview with Dana Jurásková, Minister of Health Care Business on the Racetrack, Sponsoring and Corporate Events as Targgeted Marketing An interview with Ivana Ulmanová, Chairwoman of the Board of Directtors of the Automotodrom Brno joint-stock Company Gourmet or Gourmand? Working at the Hotel Palace Prague Is for mee Something Like Acting in the National Theatre An interview with Miroslav Hudek, legendary Maitre d´Hotel of the Hotel Palace Prague Our Main Goal Is to Present Film as Art and a Communication Instrum ment An interview with Petr Korč, Chairman and Statutory Representative of the Association of the Czech Film Clubs Technological Openness Is Crucial AAnn in inte terv rvie iew w wi with th ČČes estm tmírír PPai aill, CChi hief ef EExe xecu cutitive ve O Offffic icer er ooff PI PIKE KE EEle lect ctro ronnic n ic

EU matters

culture events 49 121 122 124 125 126

Nekonečno (Infinite) Summer of Prague Symphony Orchestra Radúz a Mahulena The End of Season Extrém Press Conference of the Openning of the 127th Theatre Season of the National Theatre

108–111

page 40 – The Best Woman of the Region 2009

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

Total circulation: cca 18.000 bi-monthly including electronic version.

Coda restaurant

225 334 791

Le Papillon

Crowne Plaza Harvest Restaurant

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Prague Marriott Hotel Brasserie restaurant 222 888 888

Readership total: cca 500.000

Račanská vinárna

224 393 855

Leaders Magazine is sent as a compliment to: Those who are the most influential, powerful and affluent readers in the Czech Republic. To representatives of the businesssphere, diplomatic corps and to top goverment and mayor’s officials.

On the board of the ČSA business class & VIP lounges of Prague aiport.

We are also cooperating with Prague City Hall, Czech Invest, Czech Centre, Thee Cz Th Czeech Medica cal Ch Cham ambe ber,r, aallll C Cha hambers be rs ooff Commer erce ce,, Fo Foru rum m Fr F annco cophone Afffairres Af es,, Če Česk skáá Ma Manažersská Asociace, CMC CM C Gr Grad aduaate School of B Bus usin ines ess, s, Universityy oof Ne Un New w York in Pr Prag ague ue,, An Angl glo Americann S Schoo ooll, U Uni nive vers rsitity of Pitt ts ts-burggh, C bu CEE EELI LI Ins Instititu tutee, Lions Clubbs, Rota Ro tary Cluubs, The Pr Prag ague ue Societyy fo for Int. In t. C Coo ooperation, CZ CZEC CH TO TOPP 10 100, 0, Czecch 10 100 Best st, CEBRE, Eurotelegraph, The Senate, Minister of Agriculture, Minister of Foreign Affairs, Ministry of Culture, Ano pro Evropu andd manny more. ma

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Contributors: Villiam Bucher, MF DNES, Vanessa Bulkacz, James A. Cusumano, David Creighton, Joseph Drebitko, Karin Genton-L’Epée, Pavlína Holancová, Martina Hošková, Filip Hubáček, JUDr. Roman Jelínek, Ph.D., Zuzana Kasáková, Zuzana Krchňavá, Tomáš Němeček, Jan Muehlfeit, EurActiv, Ivan Pilný, Věra Řiháčková, Lenka Zlámalová Marketing/Advertising: Michala Vosková, Ingrid Železníková, Max Salamatin, Alexander Fernando EU Matters: Ministry of Agriculture of the Czech Republic, CEBRE Czech Business Representation, AMO, CESES, Europlatform, Ano pro Evropu Photographers: Jakub Hněvkovský, Tomáš Jacko, Zuzana Jirásková, Pavel Kaucký, Philippe Veldeman, Martin Janas, Dagmar Kneřová, Martin Malý, Jiří Zerzoň, Jaroslav Marek, Pavel Malůšek, Pavel Lebeda, Radovan Miča, Paul Pacey, Jaroslav Petrek, Roman Sejkot, Martin Siebert, Jadran Šetlík, Radovan Šubín, Vojtěch Vlk, Vladimír Weiss, Lillis Werder

Hoteel Re Residencce Alch Al chym ymis istt 257 28 25 286 011 Hoteel Residence H Iron Ir on Gate

Publisher: Benke Aikell

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I SWEAR...

The future members of the medical profession take the Hippocratic Oath during the graduation ceremony. The majority of doctors take this oath seriously. Some of them are more efficient, more successful, others less, but apart from certain exceptions they take their work as a mission, not as a job.

Greed, striving for maximum profit and cros sing i off ethi thicall bounddaries i by b a number b off managers has led 33 MBA students at Harvard University to an idea of a similar oath. In the current economic crisis people ask who is responsible for all that. The victims, in a number of cases the rightful ones, were bankers, financiers and punters. The blaming finger points also at managers at top positions whose astronomical salaries seem inappropriate and unearned. The amount of money often does not correspond with the results of the company they direct. There are students from more than 25 economic schools and universities in the United States that have supported the creation of the MBA graduates’ oath. They want the MBA graduates to be respected for their integrity, professional approach and leadership features. They want the MBA title not to be connected and characterized by the striving for personal benefit with no respect to ethics. The study at economic schools and universities should not be the means of unscrupulous enrichment.

These thoughts have brought me to the sphere of politics. Our deputies take a deputies’ oath. It is short, they promise to be loyal to the Czech Republic, its laws and constitution. In practice they easily breach the constitution and do not care a damn about the laws.

They have their parliamentary immunity till their death which they have not given up yet despite all promises. The oath is given to the whole nation. In practice it means to their friends, debtors, family members, sometimes to their party which they stand for and which has crowded them to the wall. They take it certainly when “fully awake”, not affected by cheap liquor from the deputies’ canteen. They work in accordance with their conscience, which allows the deputy leader of one party to admit publicly that he bought his flat from the deputies’ refunds. He stands for the

Photo: Vladimír Weiss

elections again. In Great Britain, an immediate resignation and practical dissolution of a political party follows when a MP uses the money from tax payers to expel moles from his garden. Someone has remarked: “If I see two equally able surgeons, I will certainly choose the one who respects the Hippocratic Oath.” If we follow this idea when dropping our suffrage into the electoral urn, I am afraid

that it is necessary to call “New balls!” like in a tennis match.

By Ivan Pilný President of Tuesday Business Network Former Chairman of Czech Telecom In partnership with Leaders Magazine český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

9

An interview with MUDr. Barbara Taušová and Jan Oberman, Canadian Medical Care in Prague

11 YEARS OF CANADIAN Medical Care in Prague MUDr. Barbara Taušová graduated from the Medical School of Masaryk University in Brno in 1986. She worked at the Institute for the Care of Mother and Child and in 1993 founded a private medical centre Child’s Ambulance. She is a member of the Czech, American and Canadian Paediatric Society. Jan Oberman has been working in health services at several positions since 1990 and in partnership with MUDr. Taušová he established the private medical facility Canadian Medical Care (CMC) in 1998.

Currently the CMC has around 80 employees of which are 40 doctors of various specializations. It registers over 20.000 individual clients in its database and at its workplaces in Prague 6 and Prague 4 it treats around 1.700 clients every month. The CMC also provides health supervision at social and sport events and organizes courses of first aid for public.

What were the beginnings of the CMC? Previously there was a pneumology clinic with 150 beds here. In 1993 we decided that the foundation of a centre for foreigners would be the appropriate supplement of the existing care.

We thus made terms with the Canadian company MedEmerg that founded a private centre of

Jan Oberman Canadian Medical Care in Prague Photos: Vladimír Weiss

outpatient care for foreigners in Prague. This medical service differed a lot from the care of “general practitioners” provided in our country so far. It was based on partnership and dialogue with patient with the aim to help them at most and take care of them. The range of treatments and abilities of Canadian physicians in the

fundamentals of gynaecology, surgery, ENT and also ophthalmology were then and still are an example of excellent approach for us. However, soon it turned out that their visions on further development differed greatly from ours. In the end we agreed on the cancellation of the contract. We took over their clinic under the name

Canadian Medical Centre and renamed it to the Canadian Medical Care.

Was it difficult to attract physicians and nurses for the new facility?

After the departure of the Canadians I as a paediatric consultant had many child patients whose parents wanted to continue in their care in the Canadian Centre. So I looked for suitable physicians and nurses and found Dr. Votruba as the first one and with his help also others. It was always difficult, because our requirements on physicians and nurses were and still are very high.

What is the situation nowadays? It is probably easier to recruit qualified physicians and nurses speaking a foreign language.

At present it is easier to offer a job in an established working institution that has a certain name. Physicians as well as nurses who possess a very good knowledge of languages ask for a job themselves. It is a new situation and for me as an employer it helps increase the quality of our services.

The name of your institution can conjure up that you provide care only for foreigners.

Is it true?

Our original clientele were mostly foreigners.

Nowadays foreigners from all over the world living in Prague account for 50 per cent of our clientele, the rest is domestic clientele. We are a reliable

facility for foreigners whose staff is able to speak a foreign language. For longer time we have been seeing the rising interest of Czech patients.

Our clients are very demanding. They require the highest standard of care. The name of the institution also reflects our effort to adopt the Canadian approach to the relation between patient and physician.

What is this approach based on?

This approach lies in the active communication between the physician and patient and is based on mutual trust and respect. We put a great emphasis on personal relations. Whenever our patient turns to us, we always try to help them. Our philosophy is that every patient has their physician and that the physician knows the whole family; because if you know the family, you know the illnesses that have appeared there and what you can expect. So we are trying to create all conditions in order to achieve this, because it is the patients’ benefit.

Your clientele comes from all corners of the world. Have you ever had a case when you suggested a certain solution, but the patient refused to accept it for various reasons?

Yes, I did. Patients for example give preference to a maximum treatment at ambulatory level; they are afraid of language and cultural barriers at our hospitals.

How do you handle these situations?

We try to accommodate them. It is also in accord with modern medicine that prefers outpatient or stationary treatment to hospitalization, if it is possible. The health of the patient must not be jeopardized.

You offer treatment in many specialisations, even in acupuncture and homeopathy that is not very common. Does it mean that you do not consider alternative medicine as an anachronism?

Certainly not. Alternative medicine has its place in treatment of patients and can serve as an appropriate complement to classical medicine. In some foreign centres, there are offices of a general practitioner and physician of Chinese medicine next to each other and it is a very required combination. We want to offer similar services.

You provide only outpatient care. What hospitals do you cooperate with in case of more serious diseases requiring hospitalization?

We closely cooperate with the Motol Hospital as well as with the Institute for the Care of Mother and Child in Podolí. In case of the Podolí Institute the cooperation looks as follows. We take care of expectant mothers who then deliver their babies at the Institute. After delivery they come back to us and we look not only after mothers, but also after their children.

11 MUDr. Barbara Taušová Canadian Medical Care in Prague

Examination, Canadian Medical Care in Prague

Do you cooperate with insurance companies or do patients cover all the costs?

We cooperate mainly with foreign insurance companies – foreigners do not have to worry about the account because we do it on behalf of them. From the Czech insurance companies we cooperate with the VZP CR, OZP and the Insurance Company of the Ministry of Interior CR, but not to the full extent.

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Leaders Magazine V/2009

You focus on paediatrics. If you compare the level of paediatrics in the Czech Republic and in the world, what is the position of the Czech Republic?

Very good; in practical paediatrics we have benefited from the organization of this specialization in the last years. Progressive solutions and approaches, relationship to the patient – it is up to each physician. In the CMC we are trying to provide the best care in compliance with the newest pieces of knowledge of modern medicine.

We use the Evidence Based Medicine database which is the new direction of application of clinical studies results in practice. Hereby we are able to provide medical care at a world level.

Your centre has placed in the “100 Czech Best” in the category “Education, health and humanity” as the best medical institution of the year four times (2004, 2006, 2007 and 2008). What has been evaluated in this category?

The contribution of individuals or companies to the overall level of health in our country is being assessed. The decisive point is how physicians educate themselves further, what the level of provided services and the approach to the patient is. Our policy is that physicians educate

themselves constantly and thus keep abreast of the newest research in the given specialization of health care in the world. So the standard of ppro rovi vide dedd ca care re hhas as bbee eenn ririsi sing ng.. Ou Ourr ap appr proa oach ch to the patient, as it was mentioned above, lies in the active dialogue when the physician has to be able to answer all the patient’s questions concerning their health. And this is not very common in our country yet.

What are your future plans?

In cooperation with city district Prague 6 we plan to extend our services. We think about building a retirement home with 150 beds as well as a kindergarten for 50 children in Veleslavín.

In Prague 4 we would like to build a Children’s Ambulance Centre and extend our assistance services such as for example transport services, escorts to hospitals by our employees, 24-hour on-call service, the possibility to call physicians anytime, and home visits to our clients. We want to keep up the trust of our patients and continually increase the quality of our care.

Compiled by LM český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

THE GREAT CAPTAINS OF OUR LIVES Karin Genton-L’Epée has 15 years of management experience in the United States, France and the Czech Republic.

For the last 10 years Karin has worked as a successful business coach in the Czech Republic offering international professional expertise. As a business coach, Karin has developed a range of coaching and training programs for mid- and top-level managers to focus on leadership development, cross-cultural understanding and effective communication in an international environment. With her knowledge, skills and range of experience, Karin has been a frequent guest speaker at business conferences and educational institutions. She is also a regular contributor to business journals and magazines. Karin works in English and French and can be reached at karin@coaching.cz Summer offers more opportunity to indulge in reading, one of my favorite activities, and I especially like it when I bump into a book or an article which stops me in my tracks and reorients my thinking.

One of those moments happened last month when I came across a New York Times article entitled “Mental Stress Training Is Planned for U.S. Soldiers”, which says that the U.S. Army is developing an intensive training program about emotional resiliency.

While the corporate world has embraced Daniel Goleman’s Emotional Intelligence principles for a couple of decades, the military culture has generally considered talk of emotions to be a sign of weakness rather than a dimension of strength to be incorporated in their combat training.

All that is about to change with the new “Comprehensive Soldier Fitness Program” which, according to Army Chief of Staff Gen. George Casey, “is designed to strengthen soldiers, family members and Army civilians emotionally, spiritually and socially, giving them the ability to cope with stress.”

Confronted with an increase in service suicides (62 confirmed suicides and 34 unconfirmed from Jan 1 through July 31) and PTSD (post traumatic stress disorder) cases, the Army is prompted to bring the same emphasis to soldiers’ emotional fitness as their physical fitness.

The salient discovery that emotional fitness plays a crucial role in the soldiers’ overall well-being and their performance in combat resonates deeply with Daniel Goleman’s assertion about “the vital role that empathy and selfknowledge play in effective leadership.”

Daily life requires that we cope with complex emotions, from getting stuck in traffic on our way to an important meeting to preparing a presentation for the next marketing strategy plan. But, regardless of our efforts to try to keep our emotions under control, our emotional brain reacts quicker than our rational brain.

Situated in the limbic system (mediator between thoughts and feelings), the amygdala (responsible for our emotions) reacts instantly to what we perceive. When the amygdala perceives an emotional emergency, it can take over the rest of the brain before the neo-cortex (the thinking brain) has time to analyze the signals coming in and decide what to do. Depending on the signal, the amygdala can prompt us to high anxiety, paralyzing fear or even rage, before we quite know what is going on.

All emotions serve a purpose; they are the Hermes of our subconscious mind, the feedback messenger of our un-

consciousness. When we get int nto an emotional tailspin, it is time to pay attention to the messa sages our emotions are sending us, because any emotion can ha have negative consequences and become destructive. Even too much happiness, turned into hysteria, can lead to destructivve behavior.

But when we speak about negative emotions we are r usually referring to fear and anger, with anger often the foc ocus of attention.

A healthy dose of anger is often useful, even beneficial; if there was no anger about injustice in the world, no revolutions would have ever taken place. But being able to express anger in a healthy manner is a challenge, especially when anger hard-wires our physical and emotional responses. If, as Vincent van Gogh once professed, “Emotions are the great captains of our lives and we obey them without realizing it,” how do we find ways to handle our destructive emotions more effectively, to become the masters of our emotions instead of letting them take over?

According to Daniel Goleman, “The good news is that the brain is plastic throughout life – it is shaped through repeated training and experience. That means we can acquire emotional skills.” And emotional skills can be learned and developed until an advanced age.

As much as those crucial emotional skills can be learned, it takes practice to be able to observe and understand feelings when they arise, and to pause before we respond. To foster the ability to restrain our quick emotional impulses we need to develop: 1. Emotional Awareness This is understanding what we are feeling and why. It is identifying how our bodies feel when we are experiencing fear or anger and describing our physical sensation; e.g. when I want to ask my boss for a raise, my stomach gets tense; when my colleague doesn’t listen to what I say, my blood boils. It is also describing the action the emotion seems to be pushing us to do; e.g. when I am angry I feel like shouting.

2. Emotional Focus or Mindfulness Mindfulness is the calm awareness of one’s body functions, feelings, content of consciousness, or consciousness itself. To acquire mindfulness, we can practice simple mindful meditation, which is the ability to attend to the moment.

This can be done while seated, walking or during any activity.

It is mind training. It is about paying close attention to what we are doing and experiencing, and how we feel in the moment. It is the opposite of multitasking. It is about bringing the mind back to the moment whenever it wanders off.

3. Emotional Control As the Dalai Lama pointed out in one of his interviews, “To be effective in responding to what makes us angry, we need to keep the focus and energy of the anger, but drop the anger itself in order to act more skillfully.”

Some easy ways to drop anger are to breathe deeply, from your diaphragm; silently speak a calming word or phrase; or to visualize a pleasant place or experience.

Never speak or act/react when feeling angry, and focus on what you want to achieve instead of what is bothering you. Our u perceptions are controlled by what we focus on and thee meaning we give to what is happening to us.

For example, whe h n someone is late we can think one of several things: • Something came upp, he/she will arrive soon, • How dare he/she be late te aand make me wait, • Something horrible like an acc c ident must have happened.

Before letting ourselves get intto an a emotional tailspin/ unthinking panic mode, we need to ta take a deep breath and: • Change our perception: the person probablyy di d dn’t mean to offend us, • Change our approach: maybe we mis-communicateed the time or place of the meeting, • Change our communication: shift from indirect to direct communication and be specific, instead of assuming people know our expectations.

Anger can feel good, even terrific, because it is energizing. But the consequences can be adaptive and functional, or really destructive. Used appropriately – recognizing when we are angry and why we are angry – anger can be a powerful tool for change.

For years, the accepted belief was that intellectual abilities were the key to success in life. It turns out that emotions also play a crucial, possibly greater, role. Far from distorting our rational thinking or distracting our minds, emotions are key to our ability to appraise, evaluate and ultimately make decisions. They are what make life rich and interesting.

If the U.S Army, which has long suppressed talk about emotion, recognizes the necessity to teach soldiers adequate emotional skills to deal with the extreme stresses combat generates, the task should be fairly easy for the rest of us. And recognizing the fundamental connection between rationality and emotion allows us to be more open about accepting the impact and benefit of emotions in the professional world, as well as in our private lives.

Leaders Magazine VV/ 2009

13

An interview with Fatma Yuceler, Turkishh Airlines´ General Manager for the Czech Repubblic and Slovakia

The Rising Star of the Aviation World

TURKISH AIRLINES Photos: Archive

It´s the small detaails that matter...

Turkish Airlines is the fastest expanding airline company in Europe, with more than 120 aircraft annd an ever-increasing number of global destinations which already stand at more than 150. With a reputation that has been built, in no small part, on its excellent service, Turkish Airlines is continuing to uphold its status as the rissing star of the world of travel and, in paarticular, as a global Ambassador for Turkkey.

Turkish Airlines iss a member of the Star Alliance netwoork, one of the most prestigious alliances in the world. With Turkish Airlines you can fly to 965 destinations worldwide, earn more miles with their Miles & Smilees card, benefit from increased privileges, priority reservations and baggage check-in, and, with Star Alliance Gold statuus, have access to approximately 800 lounges all over the world.

At a time when most companies are cutting back on their spending and waiting out the crisis, Turkish Airlines continues onwards and upwards, and in a recent study it was shown that, out of all of the airlinees operating on the European stage, it was the only one to show an operating profit during the first half of 2009. Some accolade!

Prague Leaders Magazine went to meet with Ms. Fatma Yucceler, Turkish Airlines’ General Manager foor the Czech Republic and Slovakia to find out how the company continues to do so well:

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Leaders Magazine V/2009

Turkish Airlines has had offices in the Czech Republic since 2000. What have been some of the company’s greatest achievements during that time and what aspects have changed since you first started?

When Turkish Airlines starteed its operations in the Czech Republic in September, 2000, we had 3 flights per week to Istanbul, which were operated through a code share arrangement with ČSA. By 2005, shortly after I arrived in the Czech Republic, that am mount had risen to 5 times a week, and by 2007 we were ooperating daily flights.

I think that, especially in the early days, we had to work hard to position Turkish Airliness as a global brand; and still, we continue to push home the quality q of our services and the fact that we are not simply a good choice for flying from Prague to Istanbul, but also thatt Istanbul is the ideal gateway to the rest of the world.

Personally I am very proud of the fact that we are now operating nine flights a week from f Prague to Istanbul, and we really wouldn’t have increassed the number of flights had there not been the demand froom Czech customers to travel on this route; and, of course, with w increased passengers we see increased revenue.

Plus, too, the internet has cchanged everyone’s lives and with so many passengers bookking online, our whole marketing strategy has had to changge and I think that our local website (www.turkishairlines.czz) really shows just how wide our range of destinations is andd the extent of our service.

What is driving you to expand your line of services when so many of your competitors are decreasing operations? What makes Turkish Airlines so different?

Turkish Airlines is a young and a energetic company with 76 years’ experience. It reallyy wants to continue to grow and expand and the area whicch it sees as most important is in its level of service. For exxample, whilst other airlines have been looking at ways of ccutting costs, Turkish Airlines launched its First Class servvice in December of 2008, and added 3 Boeing 777-3000 ER aircraft to its long-haul fleet which have the capacityy of offering passengers the ultimate in First Class luxuryy, as well as Business and Economy Class seating. Firstt Class for many airlines is a thing of the past, but we have it available on flights to Singapore, Hong Kong, Tokyo, London and New York and it is really fantastic. You should s definitely try our first class at least once to really feel like a true superstar!

I think, too, that, passengeers are not only focused on cost, and that service is still really important. At Turkish Airlines we really do aim to offfer the highest possible level of service at the most competittive price in all of our classes; of course ticket price is imporrtant, but when you see that Business and First Class seats are often the first to be booked, it is clear that many paassengers really do value the absolute best in service and quality q when they are flying, particularly if they are travellingg some distance.

Turkish Airlines has recently increased the number of flights between Prague and Istanbul. Is Istanbul the draw for Czech travellers, or do you think that they mostly use it as a transfer on to other destinations?

Istanbul is the only city in tthe world that connects two continents and it is a really unique, exciting and exotic city that has earned a global reputtation for its ability to deliver an unmatched combination off sophisticated modern facilities combined with old-worldd hospitality. It is definitely a natural hub for business travellers t from the West to the East and vice versa. I wouldd say that travellers from the Czech Republic are visiting Istanbul for a number of reasons, and also that business betw ween Turkey and the Czech Republic is definitely growing.

What do you think is so special about Turkey?

It is difficult to know where to start to answer this question as there are so many reasons why Turkey is so special!

It is rich in history and culture and you can see beautiful countryside, amazing beaches and unique landsscapes everywhere you look. Of course, Turkey is also a golfer‘s paradise, which has become famous worldwide. Morreover, there is something in Turkey for everyone, from every religion, it has fantastic shops, food and drink and, of course, its people are some of the friendliest thaat you can hope to meet. What else can I say!

You have mentioned that many travellers use Istanbul as a hub to the Middle East, Far East and Africa If we wanted to take a flight from Prague on Turkish Airlines, which are the destinations that you would recommend?

Well, Turkish Airlines now has 9 flights a week from Prague to Istanbul, which allows access for our Czech-basedd passengers to a wide range of destinations; for example, yoou can fly from Istanbul to Bangkok, Hongkong, Singapore, Jakarta or Beijing and Shanghai or Dubai, New Delhi, Mumbai or Johannesburg, Cape Town, Addis Ababa, Nairobi and many otthers…

We also have new destinations that are being addded all the time; most recently, Turkish Airlines launched flights to Sao Paulo in Brazil, and Toronto in Canada and I woouldn’t be surprised if more are announced as we go on thhrough the year...

What is the story behind your Kevin Costner ad?

We knew we wanted a worldwide, well-known celebriity featured in our new ad that was designed specifically to prromote the quality of our services. Kevin Costner seemed to be the logical choice – he is, of course, a ‘star’, but he is doown to earth and someone that people feel they can connect with – the idea is to make people feel that they, too, can feeel like a star. Kevin is extremely easy to work with and was a perfect fit for the campaign, and he is, of course, a big fan of Turkey.

You have told us a lot about Turkish Airlines’ plans for growth. Can you give us an example of some of the official statistics that show that Turkish Airlines is doing so well?

Well, the Association of European Airlines (AEE A) for example, publishes a lot of statistics, and from some of the recent research we can see that, as a result of our efforts, we are reaching new heights on a more or less daily bassis. For example, based on data compiled by AEA in the laast few months, Turkish Airlines was Europe´s fourth largest inn terms of the number of passengers carried in the Januarr y-May period of 2009, having flown some 8.9 million people, which means a ten percent increase in passengers numbers. Right now, Turkish Airlines is just behind Germany´s Lufthhansa, France´s Air France, and England´s British Airways in nuumbers carried, but our target is to be one of the top three, and as the only airline in Europe that has managed to increase itt s passengers’ traffic and numbers compared with figures for 2008, I am confident that we are soon going to achieve this gooal.

In another important and encouraging developmeent we also earned a very strong position in a survey condducted

by Aviation Week, one of the most respected publications in the aviation sector. Based on the results of a comprehensive survey under five different headings, the magazine ranked airlines in terms of the soundness of their corporate struucture.

Turkish Airlines was placed fourth in this ranking, which included all the airlines in the world. Bearing in minnd that we were placed thirteen in last year’s survey, this is a great result, and the biggest jump of any of the airlines researrched.

What is the meaning of your new catering campaign – “Who´s in the Kitchen?”

Hospitality is our national pastime and the servicce and catering on board Turkish Airlines’ flights is something that we are very proud of. Our new campaign ‘Who´s in the Kitchen?” shows how our catering company has come up with a variety of concepts for our Economy, Business s and First Class passengers, and how each one of them was designed to meet the expectations of passengers from lots of different cultural backgrounds. The finest menuss have

been carefully put together from Mediterranean, Italian, Spanish and French cuisine, with the occasional inclusion of an Asian flavor or two to complete the mix. We also offer special refreshments that are unique to each destination for our passengers to taste.

We have special menus for special expectations. If you are a vegetarian, we have a menu for you. We also have menus prepared in line with your religious beliefs. And if you have health problems – if you are diabetic, or if you are simply on a diet and being strict about calories or carbs, don’t worry, we have a menu for you, too!

Turkish Airlines recently announced that it had been awarded ‘4 stars’ in every category. What does this mean?

Skytrax, the association that monitors the quality of all airlines, recently awarded Turkish Airlines four stars for each of its classes on short, medium and long-haul flights. Airlines are judged on a long list of different things and are able to be given anything from one to five stars for each category. Turkish Airlines is the only airline in Europe to be awarded four stars in all categories, (i.e Business and Economy on short haul and First Class, Business and Economy on long-haul) – you can find out all about this on www.airlinequality.com. We are, of course, really excited about the results, but the thing that I am particularly proud of is the award of four stars for economy, which is difficult to achieve – and we are the only European airline to manage it!

What is the biggest challenge for you at work? What is your „life credo“?

Everything I do, I try to do the best that I can... Just doing something decently is not enough for me. I´m a bit of a perfectionist. This is a bit tiring but I´m sure that in the end it brings the best. I´m never satisfied when I progress „just enough“, I always think I can achieve more or I can do better.

My credo? Always try to do my best.

What do you do to relax?

I love travelling particularly to really exotic destinations, but if I don’t have enough time to go too far, the best relaxation for me is to escape for short or long weekends.

It’s a real treat for me, especially when my son is accompanying me!

Compiled by LM ■

český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

15

An interview with Miroslava Kopicová, Minister of Education

RESEARCH AND DEVELOPMENT

IS THE ONLY WAY PhDr. Miroslava Kopicová was appointed the Minister of Education, Youth and Sports in Maay. She served as the cabinet minister with the same responsibility in 2006. She graduated from the Facultty of Arts, Charles University. She came to the government from the National Training Fund where she was dirrector from 1994.

Before that she had held several senior positions at the Federal Ministry of Labour and Social Affairs. She is the 1st Vice-Chairwoman of the Research and Development Council of the Government of the Czecch Republic.

Photo: Vladimír Weiss

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Leaders Magazine V/2009

You became minister for the second time and besides this it is under the same Parliament. That is little bit unusual. Has the ministry changed in any dramatic way during the two years when you were not in the office?

Only one deputy minnister has kept her office since I served my first teerm as minister. All the rest has changed significantlly. The ministry as an institution has grown by some two hundred employees.

Surprisingly, there is noo connection between the increase in the numberr of the staff and the EU Presidency as much ass it is connected with the structural funds. I am not happy about that. My idea of the implementation of structural funds would be different, nevvertheless this is the way the ministry is set.

In what way your government role differs from the first appointment? How would you compare your two government involvements?

Today everything is so much unlike the first time.

When I came to the officce first time I thought I was coming for four years. On the first day, I brought people that I was sure were the right ones to lead the ministry in a new strateggic course. This time I knew the situation was differennt. I was hesitating whether I should accept the offeer. I was considering what I could do in such a shortt time and with such limited mandate. It was obvious I would not manage to push through any legislative changes. Thus, no principal changes that would be rather necessary would be possible. I considered also the staff issues and decided not to make any crucial alternations.

Nevertheless, it is not that I would think that a change is not needed.

This time my situation is more difficult as I control, check and give assignments in more detail and more in-depth than I used to do when I was encircled by

a team of deputies that came with me and whom I could trust. Now, it needs more of explaining things and often also of persuadinng.

What was your programme which you joined the government with? If we can talk of the programme for the few months.

I said to myself I had to set the little what I could achieve no matter the diffficult and limited circumstances that this governmeent works in. I was positive I could help and not harm. I knew the situation of this government department and that I would face the risk and the discomfort off not bringing my people with me and that I would need to work with those who were here. Then I deccided on a few priorities that were urgent.

First, it is to solve out thee unified high school leaving exams. Second, to face tthe question of the reform of the university educatioon and training system.

I consider this the most im mportant issue for the ministry right now. However, I cannot proceed much further in solving it as it would w require a bill that would not get through the current Parliament. Concerning some of the other issues, we have to reallocate the structural funds in the right direction. We need to direct the use of thhe funds in such way that we could use the money strategically to help us to bridge over the economic crisis which hits the ministry of education very hard.

My ambitions have thhus diametrically altered from my first ministerial terrm.

Besides serving as minister you are also the st 1 Vice-Chairwoman of the Research and Development Council of the Government. If I understand it correctly, this role concerns stating longterm concepts and parameters for the Czech science. On the other side, here at the ministry you must concentrate on dealing with everyday executive management.

Under normal circumstances it would not be that complicated, however, threee aspects have made the situation a bit more difficullt and little bit complex.

Firstly, I was appointed to the office on Friday, May 8, and immediately on o the following Monday and Tuesday I was presidingg two Councils of Ministers in Brussels which was a bbig task. Another Council was then towards the end oof our Presidency. This set my programme for the first two months in the office.

Secondly, the budget quesstion has emerged alongside with the solving of the financing of the research and development. Works oon the budget have been influenced by cuts caused by the crisis, the launch of the reform of science annd by the utilization of the structural funds. The third thing t is the question of financing the Academy of Science.

S All this together took up much of my time w which I did not originally

think it would. It is not easy, but still, the issues are closely connected and one can concentrate on both.

However, the ministry is currently the priority.

The situation of the Czech science and its future direction has been opened in the media and has become one of the highly discussed issues of the summer. What is the situation like from your point of view?

I have to say that research and development are the only possible ways to a successful future in the world for a country like ours. Today, we are in a situation when we desperately need to increase the added value in our production and services since the costs of our labour are rather high. We are four times more expensive than China or India. We are twice as expensive as Romania and Bulgaria. Our labour is half more expensive than in Slovakia or Poland. Either we have to cut the costs of our labour and thus the living standard of the people or our production must be science-based. At the same time, our effort to reach such an aim is complicated by the fact that we do not have enough highly qualified workers. The group of the highly competent is limited and disproportionately bigger is the group of the rather average ones. The group of scientists is not big enough and we cannot afford to lose any of them or not to produce the young ones. The question is also how to work best with the scientific capacity we possess and in what strategic directions we should target them. We artificially detach basic research and applied research. Though we have examples even at the Academy of Science, such as the research teams of professor Holý or professor Syková, whose basic research ends with applications. That is the desirable state in my view.

Another debate has opened about the position of the Academy of Science and universities in the area of research, development and innovations. The reality was that at the beginning of our transformation research results at the universities were rather poor.

However, this has changed dramatically and today universities contribute by a significant proportion to the performance of Czech science. While at the same time, they bring the very important added value by educating the young generation.

In your view, how should the money and resources flow into research and development and how they should be allocated?

We have witnessed a long and still ongoing discussion what proportion is best between the basic and applied research. The proportion of the basic research has increased from 23 per cent in 2000 to 29 per cent today while the opposite trend has been recorded with applied science and research. This is a reverse development when compared to states

such the U.S. or Japan. I do not want to evaluate the numbers as such. As long as the basic research in the areas where it is possible ends with applications then it is absolutely all right and it is the desirable state.

The reform we have implemented aims to bring more targeted money than institutional money.

Gradually in the years 2010, 2011, and 2012 a third of the money shall be transferred from the institutional budget to targeted budget which will be then competed for. The methodology that was created for such purpose and that was prepared by a team consisting of scientists and experts may result in painful reduction of funds for the Academy of Science. I do not possess the data to be able to say whether it is because of the methodology used or the real research results of the Academy. So I am coming with a solution when we would compare the results in related fields between the universities, the Academy and abroad. If the data show that the Academy’s performance is on a comparable level with the universities then we have a mistake in the evaluation methodology which does not take something into account. No one who was at the beginning of the reform had the intention to abolish the Academy and transform it into something else. And if anything such should happen only because the methodology used says that, then we would have to be more than 100 per cent sure that the methodology describes the real quality of the research outputs. But now, still there are no intentions to abolish the institution.

What should be the proportion as such of the state funds and the private funds coming into research?

The Lisbon strategy says we should invest one per cent of the GDP from public sources and additional two per cent should come from the private sector. In reality 0.6 per cent is spent from the state budget.

However, a bigger problem is the lack of private resources in research and development. The newly established Technological Agency will have the aim to help applied research. The principal should be if you bring 50 per cent of the funding, the state will give the other 50. The question is whether the money we intend to allocate there will be used at all.

In no way this is going to take money from the other areas of research as some of the critics claim. On the contrary, we need to get more money into research this way.

By Filip Hubáček český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

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An interview with Judge Robert Fremr about his experience with the International Criminal Tribunal for Rwanda

JUDGE RWANDA

Robert Fremr (1957) returned to the Supreme Court of the Czech Republic at the beginning of the yeear after spending two years in Tanzania as a member of ICTR. Judge Fremr was a Judge of the Supreme Court of thhe Czech Republic from 2004 until he joined the ICTR. Between 1989 and 1992 he was a Judge at the High Court in Praguue (Penal Section), before becoming its Presiding Judge in 1992. He was also the Chairman of the Appellate Panel of thee High Court (Penal Section). Before Judge Fremr was a Judge of the Court of Appeal in Prague (Penal Section). He has allso been a lecturer of Criminal Law at the Law Faculty of Charles University in Prague, and a lecturer on Human Rights at courses for judicial practitioners and judges, organized by the Judicial Academy of the Ministry of Justice of the Czech Reppublic.

Ph o: Vlladi Photo: addimĂ­r mĂ­r We Weis iss sss

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Leaders Magazine V/2009

How does a country such as the Czech Republic get the position of judge at the International Criminal Tribunal for Rwanda?

Judges are elected per iodically in the Tribunal.

At the time when the mandate of one judge was coming to its end, the Czeech Republic was asked whether we would like to take t part in the election process. The situation wass assessed that a candidate from Central Europee might have a chance.

Thus I was delegated by thhe Czech Republic based on a selection procedure. I was even asked to make sort of an election camppaign in New York. The campaign meant to have meetings with individual electors from various counntries. During those meetings I was presenting myy conception and ideas of the Tribunal and how I could contribute to the panel. Nonetheless, I supppose it was more a diplomatic battle of the states rrather than between individual candidates. I joined two elections. We, as the Czech Republic and I, as the candidate, lost the vote for a permanent judge. The second vote was for a judge ad litem which is a judge that is being assigned to individual cases. We won that vote and the Czech Reppublic got a position of a judge ad litem at the Tribbunal.

The problematic of the United Nations, its commissions, committees, but also international criminal tribunals is the responsibility and domain of the Ministry of Foreign Affairs. How did you get into the spotlight of the Ministry and won the nomination?

It was rather simple. A bulletin came from the Ministry to our Court. My M superior knew I had worked in committees of C Council of Europe; I could speak English and some French. So they asked me to join the selection procedure out of which I came as the winner.

What was your idea of functioning of such an international judicatory panel before you left for Africa and what was the reality then?

I had had certain experiience being a member of various international team ms or as a member of the assessment mission in Bosnia. It was clear to me it would be necessary to unify different approaches of the individual judges from f different countries and continents. But still, I ssaw such an international body for the first time and m my approach was humble and with a great deal of reespect. I studied closely previous cases that had beeen finished and brought to an end by the Tribunal. W When looking back, I dare to say, however it may souund boasting, that as the representative of the Czecch judiciary I did a good job and made a good imppression. In comparison with other top judges froom other judiciaries the Czech judiciary does not have to be ashamed.

The ICTR follows the Commonwealth’s system of law. How difficult it was to prepare and then work within a totally different law system?

It was an interesting expperience. I made a comparative study of the advantages of the AngloSaxon system of law andd our system some time ago. It seemed to me the Anglo-Saxon A system was more flexible and faster. W When I had to apply the system in practice I camee to a conclusion that it has got a number of weak points as well. The judge

in the system is putted little bit aside. They are only sort of a referee in the fight of two conflicting sides.

If the parties are passive or they do not proceed in the process fast enough they are usually reluctant to step in. On the other hand, in our system a judge plays maybe too much an active role. In case the prosecutor gets passive they sometimes substitute for their role. This is not good as the judge ought to be fair and impartial. Both systems intend to draw on each others’ advantages and they are getting nowadays closer to each other.

What were the cases you were assigned to at the ICTR? The cases have not been closed by a legitimate ruling yet. We decided them at the first stage and the convicts have been waiting now for the appellate procedure. My cases were special and different to the others in a way. Typical victims standing in front of the Tribunal are cabinet ministers, prefects, top civil servants, top police officers or top army officers. The first accused was a public prosecutor. He was the only professional representative of the judiciary charged and sent in front of the Tribunal. He was issuing forged warrants against Tutsis as a public prosecutor in order to gather the most important Tutsis and in no time to execute them. The second case was the most popular Rwandan singer and composer who was accused of encouraging the genocide by his songs and its lyrics. Whereas in the case of the prosecutor we came to the conclusion that we had enough evidence to plead him guilty and he was condemned to life imprisonment. In the second case it was not proven that the singer would compose the songs already with the intention and motivation to incite to the genocide. At the end he was condemned with only one crime when he was personally encouraging people at a public gathering with loudhailer to go and kill the Tutsis. He was sentenced 15 years of imprisonment.

Do you think that such a tribunal can lead to reconciliation in the country?

The Tribunal declares such aspiration right in its status. This was also the reason I went there.

I thought that I as the European would contribute a little to stabilization of the situation in Rwanda.

I supposed that punishing the guilty could be the path to reconciliation. However, I learnt there was a snag in the whole thing. Hutus were the only one standing in front of the Tribunal. But then I found out that criminal acts that could be prosecuted by the Tribunal were committed during the time of liberation of Rwanda by the liberation army whose members were predominantly the Tutsis. However, the political design and objection was to present the genocide first of all as the act of the Hutus. The prosecutor who was in charge has not accused, at least till now, any of the Tutsis, despite the appeals of many lawyers and experts. If a sense of injustice stays in the air that only crimes committed on one side got punished, it won’t make the reconciliation easier. I am afraid that if the Hutus get the feeling that the approach to the crimes of Tutsis, however committed on much smaller scale, is not just fair, then it is not good for the future.

The Tribunal is a UN’s body. In our European thinking and culture a sentence pronounced by an independent court is considered an adequate punishment of a crime and can be considered in our cultural space as a presumption for reconciliation. Is African society advanced enough in this sense that a fifteen-year sentence of imprisonment for instance is accepted as the right and final punishment and squaring up with the committed crime?

I have changed my opinion on that, too. The proceedings of the Tribunal are closely watched and monitored by media. Program and happenings at the Tribunal are everyday part of news. When I read the papers in Tanzania, information from the Tribunal took up much more space than in Europe for instance the information about the Tribunal in Bosnia, when we hear, is only about the result of a case. I believed the great awareness of what the Tribunal does must have an educational effect on the society. I was then deeply disappointed when riots following by ethnic manslaughter came during Kenyan election that copied exactly the same modus operandi of the convicts in Rwanda. When I saw pictures from Kenya it was a copy of what was happening in Rwanda fifteen years ago. I faced a question where is any of the educational effect of the Tribunal I hoped for? This experience raised some doubts in me.

What is your personal experience and observations of Africa?

I learnt that Africa indeed needs a real help.

Europe and the ones leaving here often criticize things that are from their points of view absolutely marginal. No matter how tough are their lives as well as the difficult conditions everywhere around them they are unbelievable optimistic and able to rejoice at any time. They value much education.

They have no problem to pay for two things – health care and education. Everyone who has got any money saves them so their kids could go to school and study.

Has the Czech Republic drawn on your experience and contacts you made in Africa after you came back? Is there any interest in your expertise from the official places?

At this moment I cannot say that there would be a systematic attempt to use my expertise and experience. I am a member of an advisory committee of European judges. But this body meets over different issues on the European scale. A visible result is that thanks to the articles and media coverage of my involvement in the ICTR I see an increased interest of my colleagues in such missions. This is very positive fact because we as the Czech Republic have good professionals to send into those bodies.

My mission had positive reception and it would be good if others would build on it. The number of such tribunals is not small and there is no reason why our people could not go and do a great job in them.

By Filip Hubáček český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

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interview

Štefan Füle Minister for European Affairs

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Photos: Vladimír Weiss

An interview with Šttefan Füle, Minister for European Affairrs

SWITCHING FROM

DIPLOMACY TO POLITICS

Štefan Füle (1962) has served as thhe Minister for European Affairss since May 8. He was Ambassador Extraordinary and Plenipotentiary of the Czech Republic to the United Kiingdom m of Great Britain and Northern Ireland betweeen 2003–2005 before moving to Bruussels as the Ambassaddor andd Head of the Permanent Mission of the Czecch Republic to NATO, from where he was called to the caretakeer goveernment. He graduated from the Faculty of Phillosophy, Charles University and the Moscow State Institute of Internaational Relations. He is the bearer of The Order of the Lithuanian Grand Duke Gediminaas, 3rd class; The Cross off Honouur of the Ministry of Defence of the Czech Republiic, 1st class and The Badge of Honour off the Gold Lime – Tree of thhe Miniistry of Defence of the Czech Republic.

You came to the government with the reputation of a top career diplomat. What does this term, so much popular with the media, actually mean? What is the professional description and personal characterization of such a person, of a career diplomat?

I would say that the easiest description of a career diplomat is that it is a civil servant that has got diplomacy as their profession in the best sense of the word. Maybe the word craft is evenn better than a profession. We say “career diplomat” to stress that also politicians enter diplomacy. There are many cases when politicianss serve at embassies and they make excellent diplomats. Nevertheless, the vast majority that serves abroad and works at the ministry of foreignn affairs falls into the category of career diplomats.

You were asking what is typical for these people. The characterization which is inherent is that they are civil servants speaking fluently severaal languages. Besides, they feature certain qualitiess that are not that common in other jobs. One of them is a loyalty. Another is the ability to workk with instructions from the ministry. The instructions coming from the centre do not have to bee necessarily a strait-jacket. It is important that thee diplomat is able to put the instruction into practice in the best possible way operating within thee context of the country where he serves and considering the partners he has to deal with. This requires competences that are not just a simplee skill to read an instruction and mechanically realize it. A career diplomat, or at least the good onee, has to possess such competence.

A career diplomat also must not be a personn

that is uncommunicative andd reserveed. They have to be able to mix in and noot only make connections and create networks, but also to retain and develop them. Whereas during the contacts and dialogues with the diploomats, politicians, or businessmen of the country where you serve, it is important to get across something im mportant, but at the same time the more importaant thing is to sensitively perceive and caarefully watch for the signals sent out by the otherr side.

There is nothing worse foor a carreer diplomat than when he wipes off thee line between facts and impressions. A career diplomatt has to work in their reports, analysis and inteelligence with a clear cut division betweeen the faacts and the impressions based on that facts, personal contacts and experience from the country. There is more to the professional and perssonal characterization of career diplomatt for suree, but I would say that those are the mostt specific features as I see them.

Your thinking must have changed at the moment when you were appointed into a political position though connected to foreign affairs. In what ways thinking of a politician differs from the diplomat’s?

I can see much more points of concurrence between the two profeessions. A politician ought to be politically correect as well as direct and not being afraid of caalling things by their names. And this is somethinng that iss in course in diplomacy too. Today, diploomats are no longer people who sit to their meeetings behind closed doors away from the mediaa attentioon. Their role is heading more and more toowards “ppublic” diplomacy. This requires keeping contactss with a whole

range of partners in the country of stationiing and that includes the media too. Those attributtes make the conduct and behaviour much similarr to those of the politician. The politician is responsible to their electorate while the diplomat to their centre, usually the ministry of foreign affairs. T he difference is obvious, but still the accountabillity to someone is present there.

But still, diplomats are not expected to explain and advocate the course of their action to the media on everyday basis. It is considered a common practice for a politician.

Certainly, the media pressure in the caase of a politician reaches absolutely different dimension than in the case of a diplomat. Though a good diplomat does not hide in front of the media, but actively seeks them. I do mention all this to stress that the transformation of a diplomat into a politician is not that much of princippal as it may seem at first glance. In the work with the media the difference is maybe most visibble, but the fact that many politicians do manage well to handle top diplomatic positions and ambaassadors and later sometimes return successfuully to politics shows certain typological proxim mity of those two professions.

How much have you come across the European issues during your diplomatic missions and work at the ministries? Your previous diplomatic assignments and missions were not closely or directly connected to the issues of the European Union. You worked in international organizations such as the UN or at the bilateral level of diplomacy.

In the period of joining NATO or the EU my contacts with these issues were very close. Froom

Leaders Magazine VV/ 2009

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thee very start of the accession talks our actions weere led by the effort to get the Czech Republic to joinn both of the institutions without creating two sepparate and parallel structures at the ministry whhere one would be pro-EU and the other proNAATO. I’d say that we succeeded and we avoided thee danger of creating a wall between those two sphheres.

You cannot carry out international diplomacy in the UN or during the accession to NATO without takking into the account many important questions of European dimension and thus of the EU. I dare sayy that there is no one at the ministry who would not get into contact with EU matters on regular basis nowadays.

For me personally, the most intensive experience with the EU, since the truth is that I professioonally used to be concerned predominantly with defence and security together with the transatlanntic dimension of defence, was during my stay in London. That was the time of our accession to thee EU and certainly an ambassador to a member staate country cannot get by only with a rough knowledge of the issues based on some brochures and ministry’s information leaflets.

But this does not mean that my present role

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Leaders Magazine V/2009

as the cabinet minister for the EU would not open to me new horizons concerning EU matters.

In what sense does diplomacy in international organizations such as the UN or NATO differ from diplomacy in the EU that possesses many aspects of a supranational character?

Many of the attributes of multilateral diplomacy, as one can get to know them in the UN or in the closer area of security and defence matters in NATO, are similar also for EU diplomacy. What is unique is the notion of transferring certain authority from the nation states to Brussels.

Secondly, the range of cooperation of the countries within the EU stretches almost into all aspects of life.

T his requires much more interaction among the people who work in Brussels and people who work in the centre in Prague. The interaction goes above the common interaction provided by career diplomats. This was not only the privilege of the time of our presidency when we had experr ts from all sorts of ministries at our Permanent Mission in Brussels. Our presence in Brussels andd the funnctioning of the Permanent Mission is steeered byy a coordination mechanism which penetraates all the spectrum of the ministries of the governm ment in Prague. This means that the necessity andd the exx tent of coordination of the activities are incompparable to any other organization in the world.

What is the role of the Minister for European Affairs and his office now after the presidency?

The role is absoluteely clear and is as topical as it was during the preparation for the presidency, during the prresidenccy as such and will remain topical in tim me to com me. It is the coordination of the politics of the EU U in such way to ensure that our membersship in thhe EU is as effective as possible and we managee to materialize all possible benefits andd positives that the membership brings. For this we neeed an excellent coordination mechanism. A group of no more than 50 people will remain at the Government Office after the finished pressidency as a group of experts and professionalss, who will through an already crea-

ted mechanism provide an immediate support and help to the Prime Minister and to other members of the government in the area of coordinating the politics of the EU. Besides, there are certain other tasks. Presently, one of the big ones is to finish the staff “demobilisation” after the end of the Presidency.

T his means we have to do our best to ensure that experts that have proven to be excellent professionals during the Presidency and have the interest in going on with their careers within the civil service are given the opportunity equal to their expertise. And on the other hand, those who want to leave for the private sector or the EU structures deserve maximum help from us. Those people contributed greatly to the success of the Czech Presidency. They helped to hold the high credit of the Presidency even in the situation of a political turmoil that they had to face during that time.

T hey sacrificed not a few months, but years of their lives for the work for the Czech government and in my opinion considering all they have done for the Czech Republic they deserve the best possible treatment.

After the several months you have been intensively driven to the EU matters, do you enjoy “Europe”?

I’m having a blast. It is so interesting to seek all the different contexts and relationships as well as to hold a dialogue with partners in which you search for the best possible results within those contexts and relationships, while I define the best possible result not only in the pure interest of the Czech Republic, but as the interest of the whole European community. Those are things that have to be a great challenge and a pleasure for any diplomat who has served in diplomacy for some time.

Do you perceive your current government engagement as the climax of your diplomatic career, or it is just an intermezzo, after which you plan to quietly return to work at some of the embassies or ministry of foreign affairs?

No doubt that this is the climax; an experience which I’d like to build on in the future. As a matter of fact, my admission to the government in no way meant that I would become a politician. There is still much in me of the career diplomat and one of the concrete symptoms is that I’m not ready to publicise my plans, what the day after the election is going to be or the day after the formation of the new government. Let’s leave it for what the future brings.

By Filip Hubáček

český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

DUE TO POLITICIZED JUSTICE IN THE CR THE WORLD FAMOUS BERTRAMKA MONUMENT IS CLOSING DOWN Beelow you will finnd a letter of Mrs. Laurra Bush which shows that PanEuroopean Society Comenius C had reasonss to be most proud of its nearly 20 years of manageement of the Bertram mka Villaa – moonumentt to W. A. Mozzart and Mr. andd Mrs. Dušek.

Appart from the Estattes Theatre in the Old Toown Ber Town Bertr tram amka k probabbly symbolizes the best cllosee relationsh ship ip ooff W. A. M Moz ozar artt to PPra ragu guee.

Toogetther with the manaagement of permanent exxhi hibbiti ition on dded edicated to t the period of life Mozaart spent in Prague, Comenius also organizedd, believe it or not,, more than 130 concertss at Bertramka evvery year, several of which I visited personally.

It is therefore with greeat regret that as a result of the Supreme Court ruling, which passed

Bertramka ownership from the City of Prague to Mozartova obec, Comenius is obliged to leave Bertramka and terminate all of its activities there shortly.

What is even more regrettable is the fact that in the pa p st 18 ye y ars different level courts ruled six times that Bertramka belongs, in light of objective and convincingly proved facts (including testimony of the key witness), to the City of Prague in a completely legal wayy. wa No less important is the fact that the City of Prague’s ownership has saved the virtual existence of Bertramka which at the time was falling apart due to Mozartova obec’s dramatic mismanagement and total lack of funds.

The last court ruling, imposed by kind of a personal pressure of the Institutional Judge Ms. Eliska Wagnerova, has in my opinion,

nothing to do with objective justice and law.

Instead it results from Ms. Wagnerova’s own political ambitions and hindered judgment of reality very likely caused by the long time she spent outside her homeland.

In the past ye y ars tens of thousands visitors visited Bertramka including such celebrities as Laura Bush or Princess Diana, Princess Margaret etc. They all left Bertramka with wonderful feeling of being able to experience en ce, at llea east st aatt th this is m mon onum umen entt, ssom omee me me-mories of Mozart and his unforgettable music.

It is really sad to see that the destiny of Bertramka, where unfortunately expenditures on gas and electricity bills alone amount reportedly to about a million crowns a year, is going to restart, after twenty five years of prosperity and fame, its way towards financial and thus even a physical destruction. It is a great pity for all the Mozart music lovers in the World and the Czech ones in particular.

By the way, it should be clear that even in cultured countries like Czech Republic and its beautiful capital Prague, the cultural jewels such as Bertramka can hardly survive without strong support from municipal institutition tu onss.

Therefore please accept this brief note as my personal blind but sincere invitation to visit this exceptional place, its exhibition or one of the special concerts, for perhaps the last time as there seems to be no indications of Bertramka’s reopening anytime soon.

By Roland Heigger ■ Poet and lover of Prague

český k př ekl kladd nalleznete v ellektroni k ickké ver zii magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

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diplomatic event

A full house of invited guests who wanted to celebrate the National day of Slovakia filled the beautiful Žofín Palace. H.E. Peter Brňo, Ambassador of Slovakia with wife were pleased to see their friends of Slovakia enjoying this great evening, characterized by typical Slovak hospitality.

H.E. Peter Brňo, Ambassador of Slovakia in his welcoming speech

National Day of Slovakia at Žofín Palace

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more photos and electronic version available on www.leadersmagazine.cz

From left: Jan Fischer, Prime Minister of the Czech Republic, Miloslav Vlček, Head of the Czech Parliament, H.E. Peter Brňo, Ambassador of Slovakia and Přemysl Sobotka, President of the Senate of the Czech Republic

From left: František Mach, Counsellor, Embassy of the Czech Republic and his wife, Václav Havlíček, Rector, Czech Technical University in Prague, Miloslav Smetana, JUDr. Miroslav Zozulák, Director, Procurement Department Coordinator of the Ministry of Foreign Affairs of the Czech Republic

H.E. Celia-Sanra Botha, Ambassador of South Africa and H.E. Chikahito Harada, Ambassador of Japan From left: H.E. Catherine von Heidenstam, Ambassador of Sweden and Jakub Karfík, General Director of the Section of Non-European Countries, Ministry of Foreign Affairs of the Czech Republic

From left: Ing. Zdeněk Jakůbek, Deputy of the Chief Officer, Military Office of the President of the Czech Republic, General Milan Maxim, Slovakia and General Miroslav Kováč, Slovakia

From left: Lieutenant Gen. Ing. Vlastimil Picek, Chief of the General Staff of ACR and Mons. ThLic. Dominik Duka O.P., Principal Bishop in Hradec Králové

Mrs. Jana Kernerová, Political Specialist, United States Department of State and Adam Černý, Senior Editor, Hospodářské Noviny

From left: H.E. Peter Brňo, Ambassador of Slovakia with his wife welcome JUDr. Vlastimil Dvořák, General Manager & Owner, Hotel Ambassador, Zlatá Husa, Hotel Esplanade

From left: Ing. Milan Hovorka, Deputy Minister, Ministry of Industry and Trade and his wife, wife of Peter Palečka, Peter Palečka, Member of the Board, Senior Executive Director, Corporate Secretary, KB a.s., Doc. Ing. Václav Petříček, Chairman ot the Board, Chamber of Trade and Industry for CIS Countries and JUDr. Richard Wagner,Senior Partner, Pokorný, Wagner & spol.

From left: H.E. Mohammad Kacem Pacelly, Ambassador of Afghanistan and H.E. Vicente Espeche Gil, Ambassador of Argentina Jan Fischer, Prime Minister of the Czech Republic

From left: H.E. Kamel Haj Sassi, Ambassador of Tunisia and H.E.Zainal Abidin Bakar, Ambassador of Malaysia

From left: Igor Junas, Chairman, Slovak Chamber of Commerce and Industry and Pavel Vinčar with his wife

LTC Ing. Jaroslav Houška, President, ANLeT with his wife

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National Day of Slovakia...

From left: wife of Athar Mahmood, Ambassador of Pakistan, H.E. PHDr. Huo Yuzhen, Ambassador of China, H.E. Athar Mahmood, Ambassador of Pakistan, H.E. Seong Yong Cho, Ambassador of Korea, Peter Formánek, President, Canadian Chamber of Commerce and Dana Němcová, CEO, Rusher s.r.o.

From left: Mrs. Katarína Sihelská, Vice Consul, Embassy of the Slovak Republic, Capt. Ing. Zbyněk Šesták, Master Commisioner, Police of the Czech Republic and his wife

From left: Ing. Jiří Vávra, General Director, Strojexport a.s. with wife and their granddaughter

From left: H.E. Peter Brňo, Ambassador of Slovakia and Marie Chatardová, Director, Diplomatic Protocol, Ministry of Foreign Affairs of the Czech Republic

From left: H.E. László Szöke, Ambassador of Hungary and Přemysl Sobotka, President of the Senate of the Czech Republic

From left: Ms. Tereza Šlápotová, Benke Aikell, you Publisher, Mrs. Marta Gellová, Secretary General, Afiz and Jaromír Šlápota, Chairman, Czecho Slovak Foreign Institute

Otakar Vychodil, Strategic Consulting with his wife, Dr. Karla Říhová, Director, Ministry of Health

IN COOPERATION WITH LEADERS MAGAZINE

From left: Dr. Miro Smolák, Owner and Director of MIRO Gallery Prague, Yvetta Blanarovičová, Actress, Singer, President of the La Sophia Foundation and H.E. Peter Brňo, Ambassador of Slovakia

diplomatic event

A farewell reception for the Norwegian Ambassador and his wife at their residence took place 17th of August.

Many friends and guests came to say good-bye to H.E. Peter Raeder and his wife Inger Melhuus Raeder.

They will be sadly missed among all friends and colleagues here in the Czech Republic. We all hope that from time to time they will come back to Prague and tell us how the country life in Norway differs from the hectic one in Prague. Leaders Magazine don´t say good-bye but “På Återsende” (Auf Wiedersehen)!

Farewell to the Norwegian Ambassador H.E. Peter Raeder, Ambassador of Norway with wife Inger Melhuus Raeder

IN PARTNERSHIP WITH LEADERS MAGAZINE

H.E. Peter Raeder and his Wife Inger Melhuus Raeder

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more photos and electronic version available on www.leadersmagazine.cz

Some of the invited guests

From left: Mr. Jalat J. Almuslemany, First Secretary, Royal Embassy of Saudi Arabia, Prague, H.E. Dhia Al-Dabbass, Ambassador of the Republic of Iraq and H.E. Abulaziz Abdullah Al-Duaij, Ambassador of Kuwait

From left: Hanan Mana and Dipl. Ing. Souhad Al-Dabbass, wife of the Ambassador of the Republic of Iraq

Most Reverend Diego Causero, Titular Archbishop of Grado, Apostolic Nuncio

From left: Mrs. Ispechy and H.E. Leda Lúcia Martins Camargo, Ambassador of Brazil

From left: Marco Sipione and Jaap Aardse

Princess Elisabeth de Lobkowicz and H.E. Alberto Salas Barahona, Ambassador of Peru

Mgr. Helena Sequensová, Personal Director, Mediterra, s.r.o. and MUDr. Richard Sequens, PhD.

Vladimíra Klumparová, Czech Glass Artist and H.E. Athar Mahmood, Ambassador, Islamic Republic of Pakistan

From left: Marek Solczenský and Stanislav Borek, Deputy Head of Mission, Embassy of the Republic of Poland

From left: Mirko Lachman, Senior Advisor, Leaders Magazine and Karel Jan Schwarzenberg, former Minister of Foreign Affairs of the Czech Republic

From left: H.E. László Szöke, Ambassador of Hungary and H.E. Dr. Margot Klestil-Löffler, Ambassador of Austria

From left: H.E. Vicente Espeche Gil, Ambassador of Argentina and H.E. Alexey Fedotov, Ambassador of the Russian Federation

From left: H.E. Argita Daudze, Ambassador of Latvia and Stanislav Borek, Deputy Head of Mission, Embassy of the Republic of Poland

From left: Mgr. Taťána Čechovská, Managing Director, Panart and Ing. Jana Outratová, CSc., Executive Director, Altisa

From left: Jiří Ježek, Vice-Chairman of the Board of Directors, Malá Šárka, a.s., Mgr. Jana Ježková, Malá Šárka Gallery and Leny Aardse, Artist

Mrs. Eva Anderová, Director, EU Relations, Ministry of Finance with her son

From left: Rolf Ericsson, Counsellor, Deputy Head of Mission, Embassy of Sweden in Prague and H.E. Hannu Kyröläinen, Ambassador of Finland

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Farewell to the Norwegian Ambassador

From left: Peter Formánek, President of Canadian Chamber of Commerce, Mrs. Formánek and H.E. Peter Raeder, Ambassador of Norway

From left: Mr. Ivo Šádek, Marta Janíková, Chairman, Nordic Society and Ing. Pavel Dobrovský, Vice Chairman, Head of the Swedish Section, Nordic Society

From left: H.E. Mohammad Kacem Fazelly, Ambassador of Afghanistan and H.E. D. P. Srivastava, Ambassador of India From left: Mrs. Inger Melhuus Raeder, wife of Norwegian Ambassador and Vladimíra Klumparová, Czech Glass Artist

From left: H.E. José Luis Bernal Rodriguez, Ambassador of Mexico and H.E. Chikahito Harada, Ambassador of Japan

From left: Mr. Roland Leisztner, Ing. Helena Leisztner, Design-Living Art and Benke Aikell, your Publisher

Stefan Lager, President of Nordic Chamber with his wife

From left: Marta Gellová, Secretary General, Afiz, Juan Ricardo Braun, Writer, Dr. Dipl. Ing. Danuše Siering, Siering Inc. and Blanka Adensamová, Glass Designer

An interview with JUDr. Vladimír Ermakov, Company President and Ing. Hugoo Kysilka, VicePresident for Marketing

VEMEX NATURAL GAS

ABOUT US AND

Mr. Ermakov, please tell us something about your company.

When was it established and what is actually your mission?

Vemex was incorporated in 2001. In its early days, we had JUDr. Vladimír Ermakov, a wide range of activiCompany President ties. However, we gradually began to concentrate on the energy sector and in 2003 we obtained a licence for natural gas and electricity trading. Since then we were focusing on reaching our objective, which was to enter the gas market. The preparation phase took us 3 years and in March 2006 we finally signed a long term contract with Gazprom export Moscow on gas supplies into the Czech Republic.

What did the preparation phase mean for Vemex?

I will try to describe the very beginning of our operations in the market and show how our operations have developed. The preparation period is associated with the liberalization of the Czech natural gas market. In the Czech Republic, the natural gas market was formerly organized on the basis of regulated access. Thus until December 31, 2004, customers were not allowed to choose their natural gas supplier. All natural gas supplies were executed solely through RWE Transgas. From January 1, 2005, a graduate natural gas market liberalization began to develop in the following steps: • From January 1, 2005, all final customers with their annual off take exceeding 15 million m3/year became eligible customers.

• From January 1, 2006, all final customers with the exception of households became eligible customers.

• From January 1, 2007, all final customers including households are eligible and thus allowed to choose their natural gas supplier.

• From April 1, 2007, the Energy Regulation Office (ERÚ) ceased its price regulation introduced on January 1, 2006, with regards to eligible customers, with the purpose to protect final customers from the negative effects of a functionless market experienced in the first natural gas market liberalization period in the year 2005.

Thus the current Czech gas market gradually opened itself for a competitive environment. For our company this phase was of course characterized by the recruitment of professionals with experience from the gas industry.

In 2006 you signed your first contract. How have your activities in the Czech market developed further?

Indeed, in March 2006 we signed a contract with Gazprom export and yet in the same year we already

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Leaders Magazine V/2009

supplieed 13 million m3 of gas to our first important custom mer, Pražská plynárenská a.s.

In thhe following year (2007) we were supplying already 15 cusstomers with sales reaching 243 million m3.

In thhe year 2008 our sales reached almost 800 million m3 with our market share representing 8.64 %.

In the current year (2009) we already have a portfolio of 40 customers.

Could you characterize the Czech gas market and its structure for our readers?

The national gas production amounts roughly to 100 million m3 per year; the annual consumption has not chhanged in the recent 5 years and is within the range of roughly 9 billion m3. In 2008 it amounted to 8.7 billion m3 of natural gas.

The transportation capacity represents approximately 555 billion m3 per year with pipelines of 2,460 km of lengg th. There are 8 regional distribution companies and 7 underground storage facilities in the market.

The difference can be foound mainly in the contracts between customers and theese suppliers or in their price formulas respectively.

In the Czech Republic, prices of imported gas are linked dominantly to the development of oil products prices, in particular to heavv y and light fuel oil, whereby the link to coal is a bit low wer in the Russian formula compared to the Norwegiaan one. Further, the Russian contract features a longeer reference period, which in simple terms means thatt the Russian gas price rises or decreases at a slower pace than the one resulting from Norwegian contracts. To complete the picture it is necessary to mention the Norwegian price is linked to gasoil and coal.

The major task of Vemex is to deliver gas directly to final customers. Can you therefore describe how you succeed in meeting this objective in various industry segments?

I will briefly try to name the industrial segments we are providing with gas: power generation, FIGUR RE MPO: SHARE ON IMPORT SINCE THE BEGINNING OF 2009 chemicals, foodd processing, glass, wood processing, brickk and roof materials production and paper processing... Already for two years we have been delivering gas to some of the most impoortant chemical enterprises of the Czech Republic, such as Česká rafinérská in Litvínoov and Spolana Neratovice, to the breweriees Plzeňský Prazdroj and Velkopopovický kozel, to the brick factories of the Wienerberger company, to the woodprocessing company Kronspan and to also to the ceramicss industry, represented by The overall consumption in the Czech Republic is in Laufen and Lasselsberger. And right from the beginning generaal stable – in contrast to more advanced European also to the Pražská plynárenská distribution company. economies – with supplies from Gazprom export reHow would you comment on the the consumption presennting 75% and gas from Norwegian companies forecast for the Czech Republic until the year 2030? representing 25%.

The Czech Republic reprresents a country with high Is it possible to import gas also from sources degree of gas utilization. Nevertheless, there is room different from the mentioned suppliers? for further growth. In the hoousehold sector, coal could Yes,, with one option being represented by the gas be gradually replaced by gas and the construction of centre – so called hub – in Baumgarten, Austria with new family homes will contiinue. gas delivered through the Slovak transportation system.

Also heat companies currently using coal could Anotheer one is to source gas from Germany and transwithin 10–15 years theoretiically switch to gas. Thus gas port it through Hora Svaté Kateřiny or Waidhaus. And consumption might increasse by 1–3 bill. m3 of natural finally there is an option to purchase spot market gas at gas. The Czech Republic did not undergo this developthe European Energy Exchange in Leipzig, Germany, or ment at the same pace ass the European Union, with at the Dutch commodity exchange. the main logical reason being the low lignite price level We can expect 5–10% of Czech gas demand to come compared with the level of natural gas prices. However, from these liquid markets, especially from Germany. there are currently a number of prominent investors in Howevver, it will all depend from a number of factors, the field of power and heat generation publishing inforsuch as actual gas consumption or further economic mation and plans regardinng the development of new develoopment of the EU. gas fired projects and new turbines.

It is obvious that Gazprom export Moscow and However, it is very difficcult to answer the question Norwegian production companies are the major gas regarding prospective gas consumption as it will be suppliers. What is the difference between them? influenced by many factors, in particular by:

• growth of gas fired power ggeneration, • environmental legislation for f the benefit of gas, • limited development of subbsidised renewable energy, • development of subsidisedd renewable energy, • extension of subsidies relaated to renewable energy, • new nuclear blocks development, • emission allowances.

These factors may create several s very different alternative scenarios. Our company acts on the assumption of the optimistic one, which anticipates an increase of 1–3 billion m3 of natural gas per year.

Would you tell us more about the connection between Vemex and Gazprom?

Our company is currentlyy owned by three shareholders: Gazprom Germania w with a share of 51 %, the Austrian company Centrex EEurope Energy and Gas AG with a share 33% and the Swiss S company East West Consult AG with a share of 166 %. As Gazprom Germania is a 100% affiliate of Gazpr om export, it is correct to say that our company belonggs to Gazrpom’s system.

Ing. Hugo Kysilka, the company’s vice-president, represented Vemex at the European Banking and Financial Forum that took place in March, with his speech covering the January transit crisis but also new projects gradually decreasing EU’s deIng. Hugo Kysilka, pendency on the transVice-President for Marketing portation of natural gas through Ukraine. Therefore, we will address our next questions to him.

We are currently going through a period of economic downturn, recently the Nabucco project was signed, European customers are decreasing their gas consumption – these are just a few of the issues being discussed these days. Can you comment on the current situation?

Let’s begin briefly with thee economic downturn first, which has of course been affecting also gas supplies to Europe. Gazprom confirms there t is a sharp decrease of export into Europe. Currently this drop amounts to 25 %, resulting partly from the January transit crisis but mainly from the continuingg downturn in Europe.

Because of this situation Gazprom is decreasing its production and has slowed down the development of some very critical projects. Thhese are the facts, however it is also necessary to point out that such steps are completely comprehensible.. We have to realize that the economic crisis is affeecting economies across the world with Russia beingg no exception. Therefore, the need to save on the investments into new projects is obvious also for Gazprom m, a company contributing with more than 25% to Rus sia’s national budget and annually creating more than 10% of the Russian GDP. We are talking about gas production – could you describe this topic from the global perspective?

Taking into account global estimations, there are 180 trillion m3 of natural gas in gas fields worldwide.

Russia disposes of 48 trillion m3 of natural gas, with second highest gas reservees being assigned to the group of Iran, Qatar and Iraq followed by the MiddleAsian states, such as Turkmenistan, Kazakhstan, Uzbekistan and Azerbaijan.

And now let’s turn to globaal gas consumption, which has been gradually increasing.

In 2003, the annual consumption reached 2,6990 billion m3, in 2004 2,771 billion m3 and in 2007 already 2,952 billion m3 of natural gas.

If we compare Gazprom’s and the global production, we will get the following picture: In the year 2003 the production of Gazprom am mounted to 547.6 billion m3, in the year 2004 to 552.6 billion and in the year 2008 already to 561 billion m3 of natural gas with overall Russian production reaaching 650 billion m3, i.e. a bit less than 25 % of the global production.

These figures lead right to the next question: What is the EU gas consumption forecast for 2020?

This is a good question, however with a very com mplex answer. Why complex? Because EU is setting itselff relatively complex goals. Quite recently the EU adopted its new energy policy, representing an ambitious pllan of the EU seeking to decrease its dependence on energy imports, including natural gas. If we consider thee conclusions of the International Energy Agency Septeember 2008 forecast, in 2020 the EU including Turkey should be importing roughly 500 billion m3. For Gazprom m, this would mean an increase by 65–105 billion to 2400–280 billion m3 of gas. This is yet all quite clear; however, if we go back to the new energy policy from Novembeer 13, 2008, a 20-20-20 approach should be followed, which means decreasing CO2 emissions by 20%, decreeasing energy consumption by 20% and increasing the im mportance of renewable energy sources by 20%.

The main emphasis is put on renewable energy sources and the utilization of all gas fields within the EU. How should Gazprom react to this plan as it finally leads to a question: Does Europe need gas at all?

I would also like to emphasize that Russia is the main supplier of coal and gas into the EU and right after OPEC the second largest oil supplier as well.

What astonishes me most is the EU putting accent on decreasing supplies from Russia, which as we mentioned has enough gas and fulfils its obligations for more than 40 years, whereby the EU is looking for other yet unknown suppliers, where there is no track record concerning a cooperation in the gas business and where therefore it is completely uncertain whhether these alternative suppliers will be able to saturatee EU’s demand at all.

You mentioned a slow-down of some projects.

Which are the ones affected and which ones are not?

Well, in the first instance this partly concernns the development of the complex production project situated to the Yamal peninsula, which was postponeed by a year – a decision that is comprehensible. Fuurther, the downturn will of course affect also a numbber of smaller projects. On the other hand, two pilot proojects are safe from the crisis development – these arre the Nord Stream and South Stream pipelines.

As its execution comes near, could you please give us some more details about the Nord Stream project?

This project is based on very simple economicc and environmental axioms: • natural gas is almost clean methane, • lowest level of CO2 at combustion, • natural gas is being transported in gaseous statte and therefore cannot affect surrounding water,

• natural gas was always regarded as most clean from the environmental point of view.

And last but not least the project results from the growth of natural gas demand and consumption within the EU as: • in the year 2005 the consumption reached 530 billion m3, • for the year 2015 up to 700 billion m3 are predicted, • in addition gas imports represented 57% in 2005 and are predicted to reach approx. 75% in 2015.

The energy mix of the EU will certainly undergo a transformation: the role of gas and renewable energy sources will be growing at the expense of coal and oil.

Until the year 2015 Nord Stream will be able to cover a 25% growth of demand for gas within the EU, in particular through supplies in the amount of 55 billion m3 per year.

The route of the pipeline will avoid any dangerous sites where munition from World War II could be located.

The project will be highly effective from the economic perspective and there will be no compression stations throughout the entire length of the pipeline.

What argues most for this project enjoying the highest priority from the EU is the capital interest with companies such as Gazprom, BASF/Wintershall, E.ON Ruhrgas or Gasunie. And this all stars team of gas companies will be probably joined in the following days also by Gaz de France – Suez. The participation of Europe’s most prominent players in the gas market

proves the importance of Nord Stream. Further, the project is being executed in accordance with Gazprom’s principle as it comes to existence under the precondition that there is demand for gas and that gas is sold already in the beginning.

I was taken by surprise in August this year when Mrs. Grybauskaité, the Lithuanian president, expressed her incomprehension with regards to Nord Stream being an EU project with the conclusion that it would be the best to stop it. This is not the view of a sole person but a number of EU politicians, whose roles are however not that important at the European scale and therefore by the end of the year 2011 we can expect first gas to be delivered through the pipeline to Greifswald, Germany.

By KH ■ VEMEX s.r.o., www.vemex.cz český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

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An interview with Professor Václav Havlíček, Rector of the Czech Technical University in Prague

Teaching Is the Meaning of my Life Professor Václav Havlíček graduated from the Faculty of Electrical Engineering, Czech Technical University in Prague (CTU) in 1965, since then he has been working there in various positions. He also worked in the STROJTEX Prague (1969–1976), at the Research Institute of Polygraphy, Prague (1977–1982), and at the Research Institute of Power Electrical Engineering, Prague-Běchovice (1984–1991). He was appointed Professor of Theoretical Electronics in 1997. He carried out functions of the Vice-Dean for development at the Faculty of Electrical Engineering (1994–1996) and Vice-Rector for development of the CTU (1997–2003). Since 2006 he has been Rector of the Czech Technical University in Prague.

Photo: Vl Vladi a mír Weisss ad

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Leaders Magazine V/2009

In your 2005 election programme for the post of Rector you mentioned a number of problems ranging from promoting the creation of new study programmes and subjects, especially of humanistic and economic character, the increase of the number of female students at the CTU and the strengthening of science and research you as Rector wanted to focus on. What have you fulfilled so far?

The majority of our faculties introduced new study programmes or significantly modified the old ones to comply better with current social needs. We have reduced theoretical demands a bit especially at the bachelor studies programmes and have given a certain space for practical exercises so that students will be better prepared to start working after completing their BA studies. There are two most substantial inno in nova vatition onss th that at rel relat atee to our our you young nges estt fa facu cultltie iess – th thee Faculty of Biomedical Engineering established four years ago and the Faculty of Information Technologies founded on 1 July 2009, with a new study programme – informatics – that will be taught from September 2009.

Informatics is a very promising field. Was there enough interest in it?

The interest was quite big. It is a programme that unlike the existing programmes of computer technology and informatics being taught at a number of our faculties, but in particular at the Faculty of Electrical Engineering, partly abandons the education in the fields of physics and electrical engineering and focuses more on the so-called pure informatics – informatics dealing with software technologies and multimedia communication.

Why did you decide to introduce new humanistic and economic subjects and fields of study?

What are these subjects and fields of study specifically?

Our graduates are very well assessed in practise as for their expert knowledge, but their knowledge in the area of soft-skills such as knowledge of languages, basics in culture and history, the ability to present their own ideas and results, to manage people and teams, etc. are evaluated by employers as poorer.

In that sense we have introduced humanities into technical subjects. As for humanistic fields of study, in September 2009 we opened the industrial design programme that is a more artistically oriented field at the CTU. We do have architecture with its artistic aspe p cts, yet unlike the architecture studyy progr g amme at the Academy of Arts, Architecture and Design, Prague we also emphasize the engineering aspect.

Our graduates in architecture thus have cope with both engineering and architectural education. And the industrial design programme we are opening now will again be more focused on art than engineering.

What is the situation of female students at the CTU? Currently, the most female students study at the Faculty of Architecture. On the contrary, the least of them study at the mechanical engineering, electrical engineering and nuclear science and physical engineering faculties. I think that by the opening of a new field of study – industrial design – and also the new Faculty of Information Technologies we will manage

to attract female students as well to whom we have not offered enough attractive fields of study so far.

What is the position of the CTU within European and international research?

The Czech Technical University in Prague aims to belong to the prestigious research universities.

Although we can never be a hundred per cent satisfied, to a certain extent we get on well. The British Times published an evaluation of universities in the world in which we ranked between 400th and 500th.

There is no exact order, so I do not know whether it is the 401st or 499th place. Earlier, we were behind the 500th place so it is a certain improvement. I was very delighted to see that we ranked 228th in the world among technical universities and no Czech university was ahead of us.

In what disciplines is the CTU at the top?

Trad Tr adititio iona nall en engi gine neer erin ingg di disc scip ipliline ness su such ch as as me mechanical engineering, electrical engineering, and to a certain extent also civil engineering, have reached very good results. The Faculty of Nuclear Science and Physical Engineering occupies an excellent position.

In cooperation with the European Organization for Nuclear Research in Geneva it achieves highly regarded results in the area of theoretical and applied physics from the global point of view.

What is your opinion on the reform on financing science and research in the Czech Republic?

The state support for research in the next period emphasises more the ways of funding according to the results than the institutional approach that is stated in advance on the basis of a general assessment of the institution. This system is positive for the CTU because our results expressed through the point evaluation based on the methodology of the Council for research and development are better than our position on the market of universities’ students and graduates. This setting is currently strongly criticised by the Academy of Sciences, because its percentage evaluation of science results is a bit lower than it should be so that it could correspond to the amount of finances that the Academy of Sciences has got so far. As for the public universities, their share in results in science and research is 54 per cent of the Czech market according to the Council for research and development and they got less money for research than those 54 per cent. So they are not quite satisfied with the current situation. The Academy of Sciences representatives often stress that the evaluation accordingg to the methodology gy of the Council for research and development also takes into account research results of lesser quality. It is true, but these lesser quality research results influence the overall evaluation insignificantly because if you take only the high-quality publications in the globally acknowledged databases such as the Web of Science, you see that the share of universities in the results of Czech science is 53 per cent, so it differs only in 1 per cent from the Council’s methodology. So whatever methodology is taken, the results are more or less the same.

What is your opinion on tuition fees?

The introduction of tuition fees can contribute to the improvement of the quality of universities, if the principal conditions are met. Tuition fees cannot

prevent talented students from poorer families from studying at universities. They should be set in a way that the best students get them back in scholarships.

Under such circumstances tuition fees would have the proper motivational character. Of course, social barriers can be weakened by a well-developed system of loans, or deferred tuition fees, etc, but that is not the thing. If young people fall into debts immediately at the beginning, it is not an easy decision. That is why I emphasise the condition that the best ones have to get all tuition fees back. Studying at the university is a full-time job, by which many students can earn extra money, but it should not limit them in their own studies.

Your tenure ends in January 2010. Will you stand for rector again?

I want to stand as a candidate again because I th thin inkk I ha have ve m man anag aged ed ttoo ru runn th thee un univ iver ersi sity ty qqui uite te well during the four years. Of course there are people who can be of a different opinion. It is not up to me to assess myself. But I think that my work was not bad and that I have enough energy and ideas to hold the function of rector for the next four years.

What would you like to focus on during the next tenure?

I would like to ensure that our university still belongs to the best universities in the Czech Republic and to very good ones in Europe and all over the world. I think we have quite a lot of opportunities here. The Faculty of Information Technologies that will suffer from child illnesses will certainly need some support from the university management. A lot of work has to be done also in the field of space and personnel at the university. As for material equipment, we have started to build the new building of the CTU this year. After almost 50 years it is a very important move in this area, so I would like to participate in the opening of this building which should be built within 18th months.

Do you have time for your own research?

I definitely do not consider myself a top scientist, although I managed to achieve high-quality results in applied research that have been used up to now or were used in the past time by many companies. First of all I think of myself as a teacher. Teaching is the meaning of my life. When I was Vice-Dean and ViceRector, I never stopped lecturing to students. As Rector I needn’t either teach or research, because there is a lot of things to do, but I still teach theoretical electronics and electric circuits. Because when I come among students, I become younger. Also the feedback from students is very important for me.

What are your hobbies?

I like history, reading non-fiction, historical novels.

I also like listening to nice music – both classical and the music of my youth – 1960s – Semafor, etc. I also try to devote myself to sports. In summer I like canoeing and in winter I ski. My six grandchildren are my hobby, too.

By Zuzana Kasáková

český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

35

interview

Jan Kohout Minister of Foreign Affairs Photo: www.mzv.cz

interview An interview with Jan Kohout, Minister of Foreign Affairs

Radar Base Still Put on Ice Jan Kohout is a career diplomat; he entered the diplomatic service in 1990. He started as a desk officer and made his way up to the post of Political Director and Deputy Foreign Minister. He was appointed Deputy Prime Minister and Minister of Foreign Affairs in PM Jan Fischer government in May this year. He represented the Government of the Czech Republic in the EU Convention on the Future of Europe (2002–2003) where the EU Constitutional Treaty, the unsuccessful predecessor of the Lisbon Treaty, was designed. In 2004–2008, he served as the Ambassador, Permanent Representative to the EU. In January 2008, one year before the beginning of the Czech EU Presidency, he was replaced in Brussels by Milena Vicenová.

Looking back, how do you evaluate the Czech EU Presidency performance?

As a successful Presidency; the Czech Republic chaired the EU Council in very difficult times when Europe faced several crises at once. Such a situation per se would have been a big challenge for any, more experienced, EU member state. The Czech Republic held the Presidency for the first time and despite all that stood the ground. However, the complicated domestic political situation naturally did not help the Presidency and the reputation of the Czech Republic was damaged in the eyes of some people; but it is the results, which are important to us. We managed to keep the EU voice unanimous and agreed on joint steps in fighting the economic crisis. We also contributed to safeguarding the future stable EU instituti onal framework. Further on, we improved the relations with the candidate countries in the Balkans and with the EU neighbours in the East. We managed to face the critical situation in the Middle East and the gas crisis at the beginning of the year. We also successfully conducted negotiations with key EU partners.

In the legislative field, we negotiated and finalized over 80 different legislative initiatives and proposals. Just the achievements I named are a result many experienced EU countries envy us. Our diplomats and civil servants are getting credit for that from their European counterparts.

What do you consider the greatest success of the Czech EU Presidency under your leadership?

PM Jan Fischer’s government took over the already running Presidency machinery but despite that we faced several critical moments, which we managed to handle well. In the first place, it is necessary to mention the successful negotiations of the June European Council, which was dedicated mostly to the institutional issues. From the foreign ministry agenda I am in charge of, I would emphasize the successful completion of the negotiations on the visa liberalization, which moves forward the European integration of the Balkan countries.

Is the Presidency Trio still working well, i.e. how close is the cooperation of the Czech Republic with Sweden now? Which of our projects or initiatives are moving forward thanks to Sweden?

First of all, the Presidency Trio has been working together since the beginning of the 18-month period the three EU member states, one after another, hold the EU Presidency. The joint programme of the Trio was prepared, from which the particular own priorities of each Trio member aroused. This programme also assures the continuity in presiding the EU Council. Our cooperation with France and Sweden was very intensive during the “hand over”

period, so shortly before our presidency started and finished, but by all means, we continue in close cooperation with both countries. From a number of agenda items I can name the project Eastern Partnership, which was launched by the Czech Presidency and the Swedes are taking very good care of it now. They also continue our intensive work in the field of solving and negotiating the institutional issues. The climate change and climate conference in Copenhagen, which is one of the top Swedish priorities, was pre-negotiated and prepared by us, too. And I could continue like that for a long time.

Did we already waste a chance to get an important portfolio in the future European Commission thanks to the domestic political developments? Are the negotiations about a particular post running? When is the latest date the Czech Republic must propose a concrete candidate?

I don’t think the Czech Republic has missed an opportunity in that regard. The setting-up of the new Commission has just started. The Czech Presidency succeeded at the June European Council in reaching an agreement of all EU countries on the re-nomination of José Manuel Barroso as the Commission President. Only during autumn the member states will formally approve the nomination. Then the European Parliament will have to add its consent. Only after all this has happened, the new President can start to assemble his new team. This is going to be the right moment for the member states, including the Czech Republic, to propose their candidates. It is still premature to talk about deadlines or exact timetable.

The Czech Foreign Ministry took on a lot of new employees for the Presidency period. What is their perspective now?

Due to the Presidency the Czech public administration absorbed a huge human capital which should not go in vain. The exact number is 338 people hired for the Presidency on temporary contracts. The incumbent government has created a registry of employees from which new reinforcements can be drawn for this or that ministry. It is quite difficult now because each minister has to implement cost-saving measures. Despite that we succeed in keeping most of the human capital. About 200 people have expressed their interest to remain in civil service and according to August figures two thirds of them have been given new assignments. I am very delighted that many of them head for the Ministry of Foreign Affairs. A lot of experts from the Permanent Representation in Brussels will return to Prague because they reduce staff from the current 200 civil servants by half.

When the Lisbon Treaty comes into force the External Action Service of the EU will be established. What is the Czech personal policy vis-à-vis this service? What will be the impact of this new institution on the Czech Diplomatic Corps (e.g. the abolishment of some offices or embassies)?

It is too early to talk about the External Action Service.

The Lisbon Treaty has not come into force, yet, and the debates on the role and function of the Service are at the very beginning in the EU. It is therefore difficult to assess its impacts on the Czech diplomacy. Generally, we will strive for adequate position and representation of our country. This can be said about all EU institutions though.

At present the Czech public is quite confused by recent developments concerning the US radar base in the Czech Republic. Some politicians keep saying that nothing has changed and the radar will be placed here but there are contradictory signals coming from the other side of the Atlantic. Can you please comment on this?

It is obvious that the decision concerning the placement of a part of missile defence in the Czech Republic is still put on ice. It is known that the Obama administration has been reviewing American foreign policy priorities. The comprehensive assessment of the system concerning threats, possibilities of the system segmentation and its financial costs, has been carried out. When this review is finished, we will know more. For the time being we do not have enough information about plans of the incumbent administration.

What is the official Czech attitude to Václav Havel’s initiative towards President Obama, i.e. the co-signature of the letter stipulating that the US does not pay enough attention to Central and Eastern Europe and warning against the Russian influence?

The letter is a contribution to the debate which has been taking place in the Czech Republic and elsewhere. It is not surprising because it was signed by the former politicians who always were partisans of strong transatlantic ties.

The Czech diplomacy has always considered the United States of America the most important strategic ally. Russia, however, is also an important and natural partner, with which we have to maintain close relationship.

By Věra Řiháčková ■

český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine V/ 2009

37

interview Ondřej Černý Managing Director of the National Theatre Photo: Vladimír Weiss

38

An interview with Ondřej Černý, Managing M Director of the National Theatre

Theatre Can Look Into

Human Soul, Open it and Explore it

PhDr. Ondřej Černý was born in 1962. After studying at the Faculty of Arts, Charles University (librarianship and scientific information), from where he graduated in 1986 (preceded by grammar school leaving examination and state examination in German language in 1981, and sabbatical study of theatre and film science 198-83), he worked as a documentarist in the documentation department of the Theatre Institute from 1987 to 1990. In 1988 he passed the state PhDr. examination. Between 1990 and 1995 he worked as an editor of the newly established magazine Svět a Divadlo (World and Theatre). From January 1, 1996 to March 2007 he was director of the Theatre Institute in Prague. On April 1, 2007 he was appointed director of the National Theatre. PhDr. Ondřej Černý is a member of the Czech commission for UNESCO, a member of the Council of the Prague Quadrienale, a member of the Artistic Council of DAMU (Theatre Academy of Musical Arts) and a member of the Advisory Committee of the General Commissioner for participation of the Czech Republic in the General International Exhibition EXPO 2010 in Shanghai.

He is also active as a publishing editor and a translator of theatre plays from German language. He co-operates in drama work with the Prague German Language Theatre Festival and is a correspondent member of the Saxon Academy of the Arts.

You have been engaged in the world of art for already many years. What fascinates you most about theatre?

Theatre is fascinatingg because of its varietyy and of its ability to change. Its vitality is paradoxically given by its ephemerality. This art dies exactly at the moment it originates. That is exactly what guarantees its immortality – human creativity does not know borders or barriers. Or we can put it differently. Theatre also offers plentiful amount of forms and substances. It can look into human soul, open it and explore it. We can witness the emergence of new and new worlds on the stage every night, which help us to understand our world we live in. I cannot stop enjoying theatre for all these reasons. And good theatre means literally a culinary experience for me.

How are you doing when completing your vision of the transformation of the National Theatre?

What steps are still waiting to be accomplished?

When I stt arttedd att th Wh the Natitionall Th T heatre t I markkedd out several priorities which I have more or less managed to fulfil. We have made an agreement with Ms. Dominika Kolowrat-Krakovska concerning the use of the Kolowrat´s Palace for stage props of the National Theatre. In this relationship, KolowratKrakovský’s ancestry plays a strong part in the role of a big-hearted sponsor as the rental will remain only 1 CZK per year up to 2013. We have also set the preliminary parameters of the rental relationship after 2013 which should be bearable for the National Theatre in terms of its budget. The 1st of January, 2010 is going to be a fundamental moment, too. On this day the National Theatre will take over the New Scene again.

Is it of essential importance for the National Theatre?

It is indeed. We will get a relatively intimate ((400 pplaces), s), modern,, free space pa this way. y It should serve as a stagiona in the middle of the National Theatre. It should be used partly for our ensembles (The Drama is going to have three first nights over there this season!), and partly it should serve as an open space for residential artists, for international co-production project, for festivals, etc. Thus, one of the cornerstones of my vision of the development of the National Theatre is going to be successfully completed.

Could you specify it?

My goal is to enhance the autonomy of particular ensembles of the National Theatre. This task however proves to be considerably difficult, primarily because of two reasons: firstly, the ensembles cannot get their own theatre building and have to move around all buildings of the National Theatre.

The economiic princi Th i iplles off th the stt atte conttrib ibutory t organization, as the National Theatre is, are not inclined to such autonomy. Moreover, during critical situations (which is going to happen next year, regarding the budget) the managing director has often return to the methods of central control. We still have to face a lot of tasks (apart from the artistic activities) and one of the most essential ones is the creation of a brand new in-store and production basis of the National Theatre.

Do you try to influence the artistic content of the National Theatre as its managing director as well?

I am responsible for all outcomes of the National Theatre as its managing director, including the

artistic ones. It, however, does not mean that I interfere in the artistic processes in the National Theatre. Nonetheless, I definitely discuss and afterwards app approve the dramaturgic g plans p with artistic directors. The real artistic responsibility however lies with artistic directors.

What should an ideal cooperation between the Ministry of Culture and the National Theatre look like? Should the director of the National Theatre be dismissed by the Minister of Culture?

It would be optimal to transform the National Theatre into a statutory undertaker founded by the Ministry of Culture which should appoint the board of directors as well. Moreover, the latter one should be a body which appoints and dismisses the managing director of the National Theatre.

Do you have time for your hobbies? How do you relax?

I have really only little time for my hobbies. Yet, it is not a great probl blem ffor me as I am not a kindd off person interested primarily in hobbies; my main hobby is my job, apart from staying at my cottage, of course. I enjoy spending my time at the cottage and in the garden there very much. Working at my cottage is the best relaxation for me. I am keen on picking mushrooms very much as well. In this respect, I simply suffer from the majority of “abnormities” typical for any true Czech.

By Pavlína Holancová

český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

39

gala evening/award ceremony

From left: Libor Přerost, Přerost a Švorc Auto, s.r.o., Denisa Kalivodová, Managing Director, Prime Communications, s.r.o. and JUDr. Aleš Janků, Director of Corporate Affairs, Provident Financial

Provident Financial The Best Woman of the Region 2009 “The aim of the competition Woman of the Region is to reward the women, who are working all over the country for the well-being of the communities in which they live,” said Aleš Janků, Director of Communications of Provident Financial. “We would like, by the title Woman of the Region, to thank these women for their hard work for the community in their regions, often done without the claim of any remuneration. We liked very much the idea of the competition presenting exceptional women from different parts of the Czech Republic because our company is governed by the British corporate rules. This also means that women who are working for us do have the same working conditions as men,” said Janků. There is no gender inequality or discrimination in Provident Financial. We try to go along with needs of women who are starting or returning from the maternity leave, so they can continue with their careers. Upon the parent leave in order to stay in touch with the business, they can keep the company belongings such as company mobile phone etc. After returning from the maternity leave we actively enable the mothers to work part-time or to have contracts which allow them to spend as much time as they need with their families, “said Janků.

The winner of the competition Woman of the Region for 2009 with the 9859 of votes was Mrs. Liběna Hrešková from the village Rouské at Valašské Meziříčí. The award was given on August 24th, 2009, at Prague Hotel Ambassador, from the hands of Aleš Janků from Provident Financial, the main partner of the competition.

The Jury Award received Mrs. Dagmar Novosadová from Kunín.

40

more photos and electronic version available on www.leadersmagazine.cz

From left: Ing. Alena Dytrychová, Executive Director of Hotel Ambassador, Ing. Markéta Ostrá, Rotax, Libor Přerost, Přerost a Švorc Auto, s.r.o., Mrs. Liběna Hrešková, Overall Winner Woman of the Region, Ing. Mirek Kopřiva, MBA, General Manager, Oriflame, Czech Republic and JUDr. Aleš Janků, Director of Corporate Affairs, Provident Financial

Mrs. Dagmar Novosadová, Mayor of Kunín, Jury Award Winner and Ing. Mirek Kopřiva, MBA, General Manager, Oriflame, Czech Republic

Daniel Hůlka, renowned Singer

Kateřina Sokolová, Miss Czech 2007

Mrs. Olga Zubová with husband, Vladimir Zubov

The purpose of this competition is to introduce to the general public these women who are living in different regions of the Czech Republic and who in addition to caring for their families are actively participating in public matters. The absolute winner has emerged from the Internet readers´ votes at denik.cz. Mrs. Liběna Hrešková is according to her own words, dividing her time between helping the needy and car racing. She has been a member of CAR Šternberk ECCE HOMO for 27 years, in which she is actively involved in promoting the city and Autoclub.

Among her other achievements we can mention medals and the recognitions received at Flora Olomouc Exhibition.

Ing. Martin Jeřábek, Executive Director, AK Havel & Holásek with wife Zora

Zoryana Stekhnovych, Fashion Designer, accompanied by Kateřina Sokolová, Miss Czech 2007 and Bára Kolářová, Vicemiss of the Česká Miss 2006

Dagmar Novosadová, Mayor of Kunín, Jury Award Winner, and Karel Kopeček, Head of the Division of multimedia Denik.cz

Denisa Kalivodová, Prime Communications, s.r.o. and Mirko Lachman, Senior Advisor, Leaders Magazine

From left: Arnošt Lustig, Writer and Radek Brzobohatý, Actor

From left: Alena Konopíková, Publisher, Roof Press, Milan Drobný, Singer and his partner

Wanda Volfová and doc.

Ing. Jiří Volf, CSc., Director, Daňová Akademie, s.r.o.

Martin Dejdar, Moderator of the evening

42

Woman of the Region

From left: Dr. Marta Mertlová, Galerie Marta, Arnošt Lustig, Writer, Věra Kudynová and Andrea Kalivodová, Soloist of the State Opera Prague

From left: Benke Aikell, your Publisher, JUDr. Ing. Václav Školout, Advocate, AK Vyroubal Krajhanzl Školout, s.r.o. and PhDr. Milan Sedláček, Deputy Minister & MFA Secretary General, Ministry of Foreign Affairs

Gábina Goldová, Singer

From left: Josef Rada, General Director, Civil Aviation Authority, Czech Republic, with wife Olga and Colonel MUDr. Štefan Brunclík, MBA, Director, Central Military Hospital (in the middle)

Bára Kolářová, Vicemiss of the Česká Miss 2006

Monika Vondráková, Marketing and Communication, RSJ Invest, a.s. and Radomír Mervart, Gallia Zlín, s.r.o.

From left: Karel Janeček, PhD, CFO, Board of Directors, RSJ Invest, a.s., Gábina Goldová, Singer, JUDr. Aleš Janků, Director of Corporate Affairs, Provident Financial and Monika Vondráková, Marketing and Communication, RSJ Invest, a.s.

Liběna Hrešková, Overall Winner Woman of the Region and Ondřej Holoubek, Media Relations Specialist, Provident Financial

From left down: Dr. Marta Mertlová, Galerie Marta, Věra Kudynová, left standing Alena Konopíková, Publisher, Roof Press and Hana Gregorová, Actress

Jaroslav Žák, Executive Head, BWT ČR s.r.o. with wife Markéta

43

JAPAN PART 1

This Th i “co is coun u tr y at un a tthe he other th endd of thhe woorlld” th d”,, arrch c ippel elag agoo wi ag with ffiv with ivve main maainn iisl s an sl ands ds,, fo ds forr a lo long ng titme iiso s laate so tedd fr from o othherr civ om civ ivilililiz i attionss, is is myssteri te riou o slly ma ou m gi gica call fo forr us us.. A mi mixt xtur xt uree of uultltltra ur ra-ra mode mo dern rnnis i m an andd tr trad addititioon at a aalllll lev lev evel elss of el o lifife, e, inn ccul ultu tuure re, ar a ch chititec ecc tu turee, be beha havi ha viou vi ourr an ou a d ps psyychhol olog o y of og o tthe heirir inh he nhab abititan ants tss seeeemss ttoo us aatt fifirs rstt si sigh g t un gh unus usua uall an andd so some metititme me mess su surp rpri rp risi ri sinsi nglyy fllat gl at,, ma mayb ybbe evven ineeff ffec ectitive ec tiive v . Th This is ssup uper up erfififer cial ci a vie iew w iss aamo m ng ooth mo ther er tthi hing ngs base ba ed on hhis ba isis tory to ryy and nd dev evel elop el opme ment n of th nt thee Jaapa pane nese se peo eopl plee in unb n el elie ieva ie vabl va b y ha bl hars r h an rs andd uunncoomp mpro romi ro mis ng misi ngly ly haard r nattur ural al ccon onndi ditition ons. s The s. he Jap he apan anes an esee co es cons nssideer thhemse em mse selv lvess a uni nififified ed nat a io ion, n eeve n, v n th ve thou ouughh inhabi in bita tant ta ntss of eac achh regi reegi gion on tthe h ree diff fe he ferr inn the heirir look lo okss annd di dial alec ecc t. t Yet Yett eve very ryyboodyy obeys beeys tthhhee same sa mee rul u es es. Th T e co corn rner rn e st er s on o e off Japan appannesse su succcess ce ss aand nd speeci cifififici city ci ty iiss th thee tr t addittiioon annd thhe abililitityy too leaarn fro ab rom m iti .

Thee cooun Th untr t y is mai a nl nlyy co cove vere ve redd by b m mou ouunt ntai a nss andd ci an citities es are r loc o atted ed iinn co coas asta as taal lo lowl wlan wl ands an ds. Th ds T e east ea ster ernn co coas astt is oftteenn mar arsh shyy an sh andd tthhheref efor oree lilife fe aand nd ccon onst stru ruct cttio i n ooff sett tlt em emen enntss iis ve v ry diff di ffic icul ultt th ther ere. e. TTok okyo y Met yo etropo p lilis iss the lar a geest city ci t aagg ty gglo lome mera ratition on iinn th thee world, wo d,, inhhab wo abitittedd by appr ap p ox pr oxim imat atel elyy 30 % ooff th t e to tota tall poopula puula lattion o of Jappan a , wh whic ichh is 1 127 27 m milliion peo eopl p e. pl e T hee

Japa pane nese ne see res espe pect pe ct ddee eeppl ee ply an ply andd re reve vere re nat atur ure, w en wh en the heyy se seee bl blos osso os soomi ming ng ““Ja J pa Ja pane nese se che herrries ri es”” inn spr es spr prin ing, in g, a bea eaut utififful ut u ssmi mile lee app ppea ears rs oonn thei th eirr faace ei ces. s. W Whe here he re pos o si sibl ble, bl e, tthe heey plan a t pa parkks, grow gr ow w f loowe w rs rs, ta take ke del e igght iinn th thee fr frai a l beau ai beeau a ty andd ca an calm lm m in th thee ev e eryd er ydday hhus ustltlee an andd buust s lee....

We can an ffee eell a cert cert rtai aiin di dist stan ance ce and ccoy oyne oy ness ne s ss in the behav ehhaviour ioour u ooff th thee Jaapa pane nese s ttow se owar ow ards ds fo-reig re igne ig ners rs,, as iiff th they eyy sup u po pose sedd th that at dur urin inng a sh shor horr te terr viisi s t itt is al a mo most s imp st mpos oss si sibl b e fo bl forr thhe viisi visi sito tors rs ttoo gr g as a p Japa Jaapa pane n se ne s men enta taalility ty, Japa paaneese eexp xper erie ienc nce, e, ppri r nc ri ncip iple ip les, s, tthe heirir ssel elff de fdeni nial al nece ne cesssar a y fo forr su surv rviv ival al aand nd llea eadi ding ng ttoo so soci cial al ruule rule less th that at may ssur urpr p is pr ise us us. It iiss ni nice ce aand nd rreesppec ecta t bl ta b e th that at theey co comp mppensa mpen saate tthi hiss di disst an ance ce by a surrpr p is isin ingl in g y re refififine nedd mann ne manner ers, s, com ompl p aiipl sanc sanc n e an and ho hosp spititital sp alitt y at f irr st sig al ight ht,, wh whic ichh is paart off tthhei e r gen geeneral e l ed educ ucat uc atio at ioon, uusedd att a high iggh leeve v l an andd wiith nob oble less le sse. e. TThe h pri he rinc ncip ipplees of ssoo ocial rul cial ules ess aree cle lear arr and n genner eral a lyy adh al d er ered ed to,, re to revo v lu vo lutitiion onar arie ar iees, s aana n rcchi na hist stss an andd ottheer pr p o-g es gr e si sion onnis ists t aree vvie ts iieewe wedd as cas asta tawa ways ys aand nd verm ve rmin inn. On Only ly aava vant nt-g -gar arde de aart rtis isstss som omet e im et imes e es g t a sh ge s ad adee of und nder e stan er stt andi d ng di ng.

H re He redi d ta di tary ryy ttititle lees an a d pr privvili eg e es es of th thee noobi blilty w wer eree ab abol o issheed afte ol aff te t r th thee 2nnd Wo Worl r d Wa rl Warr andd so an soci cial al ccla lass sses ses aare re now ddef eff in i ed bbyy ed e uc u aa-tition on, de devo votition onn to ha hard rd wor o k and annd po posi s tionn hel eldd att w wor ork. k. TThe he you oung ngg genner e at atio ion, n, how owev e er e , stt ar arts t ts

Liberty statue in Tokyo

too dou oubt bt the h nnec eces essi sity ty of se selflff-sac sac acri rififice ce in th thee mode mo dernn wor orld ld. Te Tech chni ch n qu q e an andd innfo form rm mat atio ioon h ve beccom ha omee ppaartt of ev ever erydday llifife, er e, peo eopl plee pl noorrm mal ally lyy w wat atch chh T V br b oaadc dcas asts ts onn ce celllll pho h ne ness on the heirir longg joour u ne n ys too wo work rk.

Tooky k o, o tthe he cap apitital al of Ja Japa paan is tod oday ay uund nddou oubt bt-bt edlyy oone edly ne of th t e mo m st mod oder ernn me er metr t op tr opol o is ol ises ess in t e wo th w rl r d an andd th this is hugge hi h ve ve stu tuns n thee vis ns vis isititor o imme im m di me diat atel elyy by thee mixx tu el ture re of mo re mode dern de rn aand nd trad tr addititio ioona nall ar arch c ittecc tu ch ture re,, innce re cesss s san ssan antt mo move veme ve ment me nt a d bu an bust stle stle le.. Ca Cabs bs are w won onde on derf de rrffully ullly cleean a , evveryy th ryth thiing ing is pol olis ish she hed,, tthe here he re are sma sma malllll cclo looth thss trim tr imme im meed wi with th llac acee on tthe he bac ackr kres kr ests es ts,, th ts t e dr driv iver iv err wear we arrin i g a titiee annd whhititee gl g ov oves es iss tr tryyi ying ttoo unnying deers rsta tand nd yyou ou aand ou nd hhel elp. Hug ugee tr traaf af fiic ja jams ms occ c ur quititee off te qu tenn but but to use exc xcel elle leent aand nd ccle leean a publ pu blic icc ttra rans nspo p rtt at po a ioon syyst stem em m (un u de d rggro roun unnd or trai tr ains ns)) me m an anss no sacri accrifififce ce..

Trrai a nss aare re a nat atio iona nall nootition na on,, th thee enntit tyy the Japa Ja paane nese se are are ppro roud ro ud oof,f, and n tthe hee ffas asste aste t st st,, moost rreeliliab able le aand n m nd mos osst coom mfforr ttaablle me m an anss of

Noriko in traditional costume

Ordinary pedestrian street in Tokyo

44

L adder Le e s Ma Maga gazi zine ne V/2 /200 0099 00

Street in a busy modern Ginza quarter

Architecture in Shinjuku district

trrannsp spor ort. or t. FFor or ins nsta tanc ta nce, nc e, tthe he jou ourn rnneyy fro rney rom m Toky To kyoo to Osa ky saka ka bbyy “S “Shi hink nkkan anse sen” n”” iiss a grreeaat ex experi pe riien ence ce w whe henn do he done nee ffor or tthe h ffirirr st he s ttim im me. Shink hiinkkan an senn (b se (bul u le ul let et tr t ai ain) n) sta tart r ed to op rt oper erat atee inn 1 at 196 96 64 (dur (d u inng th ur thee Ol O ym y pi p c Ga G me m s inn Tokk yo yo)) to pro rove ve thee Ja th Japa pane neese s eco c no n mi m c wo w ndder er.. Yo Youu caan se seee thhreee ty thre type pees of bbul ulle let et tr trai ains ns,, th thee fa fast stes estt No N zo zomi mi that th a con at onne nnect cts t s on only lyy llar arrge g ccititie ies, s, tthe heen Sh Shin in-kans ka nssen and nd Hik ikar arii wh w icch st stop opp m mor oree of ofte ten. n. TThe he trains trai ns aarr r iv rr ivee unnbe b liliev evab ev a lyy on titime ab mee, th ther eree iss a wi w de net e cov o er e inng th t e wh whol olee co coun untr t y, aaga tr gain inn t ey are cleean th a , te tech chhni nica callllly pe perf rfec rf ectltlyy eq equi u pp ui pped ed a d coomf an mfor o ta tabl blyy fu furn rnis isshe hedd to tthe hee sma smalllllles e t es deta de taili, th the on only ly ppro robl blem em ffor o a ffor or o ei or eign gnner er is ho how w t ffin to indd th thei eir wa wayy in com mpl plex ex ssta taatition ons. s. It is i exhaus ha u tiing to se sear arrchh for tthe h cor he orre rect re ct ppla latffor orm m att Toky To kyoo st stat a io i n, thee lev evel el of si sign gnss in EEng gn nggliish is rath ra ther err vvag ague ue aand n rou nd rouugh gh.. Th T e tr trai a n ar arri riive vess att thee pl th p at a fo f rm ttw wo min inut utes es bef efor oree de depa p rttur pa ure, e, iitt is vver eryy lo er l ng ng,, an and so the pas aass se seng seng nger erss wa er waititt in rows ro ws eexa xact xa c ly on th ct thee righ riightt sppott nex extt to the rrel eleev nt ccom va ompa om parttme ment n . Thhe titime nt mee ttoo booar a d is shoort rt,, as ssoo oonn as eeve oo veryybo body dy hurri r es inssidde th thee tr trai a n, itt leaave v s. It is hal alff fu full, we are aaloonee in ou o r carr ca rria iage ge for o f ifi ty t y ppas asse seng nger ers. s. A per erfe fect ctly ly uuni nif rmed and tid fo idyy titick cket et ccol o le ol lect cttor aapp ppea pp ears ea rs, rs s ili es sm es, boows and app p ar aren enntlt y as asks kss us foor titicckets ke ts.. He H use s s el elecc tr t onnicc ggad adge gets ts to ch chec eckk ever ev eryt y hi yt hing ngg and nd sha hake kess hi hiss he h ad ad.. Ou Ourr looca call frie fr iend ndd Kon onoo ex expl plai ains ns ttoo us ttha hatt we hhav avee re reserv se rved edd sea eats ts nex extt to oone ne aano noth ther er aand nd ttha hatt it is nnot ott usu s al to maake oone nese selflf ccom omfoort rtab able le aand nd sitt so si some m whher me eree el e se se, ev even e iiff th en thee ca carr rria iage ge is em mpt p y. y K Kon onoo th then en leaave vess fo f r hi h s seeco cond n cla lass ss,,

he doe oess no n t wa want n to ecconom nt onnom miz ize, e, hhee on o lyy doe oess nott th no t in i k lu luxu xury ry is th that a nec at eces essa es saary ry,, al a th thou ouugh iitt iss aapp ppea ealiling ng.. Thhe co cond nduc ucto ttoor leeavves uuss th then en,, hee back ba ckss ou outt of thee ccar arri riag age be beca caus usee he doe o s no nott waant to tuurn hhis is bbac a k to ac to us, whi hich c iiss co ch c ns nsiideere r d ve very ry imp m ol olititte in Jap a ann.

TTooky kyoo is ddiv ivvid i ed ed int ntoo se seve vera ve rall di ra d st stri rict cts, s, bble lenndedd to de toge g th ge ther er,, bu butt th t ei eirr ar arch chitittec ch ectu ture re aand n urb ni ba nism sm iss ty t ypi pica c l foor ea ca each ch ooff th t em em.. Ce Cent ntra rall Tooky kyoo is int nter erla er lace c d wi ce w th a mixx tuure r ooff mo mode dern rn arrch chititec ecc tu ture r , wi wide de ttra raff ffic ff ic aart rter e iees, hhug er ugee sh shop oppp nngg cen pi entr t es and llux tr uxur urio ious us ssho hopp ho ppin pp i g ma in m lllls, s, l rgge pa la park park r s ac acco comp m an mp anie ieed byy ttra radi ra diitiion onal al his is-tori to riica call sm smal alll sh shop opps, s hissttoori rica call bu ca b ilildi ding nggs an andd temp te mple mp lees. s For vis i itor ittor o s co comi m ng froom Eu mi Euro rope ro pe it iss rath ra ther th er sho h ck c in ingg too see seee sky kysc sccra r pe pers r sta rs tand ndin nd ingg in j stt llik ju ikke by b ppur urre ch chan ance an ce nnex eexx t to tra radi dittion di onal al shop sh opss an a d te t mp mplle les. Mod oderni n zatitition ni on in Ja J paan wass tooo fa wa fast sstt ttoo ma mana nage ge pper eerr fect feectt urbban a iz izat atio at ionn annd de demo moliition moli tition o ooff in inco conv co nven nv ennient ieent nt bui uildin inngss wass obbst stru ruct ru cted ct ed bbyy th thee re r sppec ectt to tradititon o . Only freq fr eqqueent ear artth thqu thqu quak a es ak e sol olve v d th ve t is iss s ue ss u . Ther ee iss a sur sur urpr pris pr isee wa is w ititin ingg at eeve in very ve ryy cor o nerr andd Toky k o iss sui uita tabl blee fo forr en e dlles esss wa walk lks. lk s.

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B Jos By osep e h Dr ep Dreb ebit itko ko ■ Phhot P otos o : Arrch os chiv ivee of tthe he aaut utho horr To be continued... česk če skk ý př přek ekla ek ladd naale la lezn znet zn ette v el elek ektr tron onické ver erzi zi maga ma gazí ga zínu nuu na ww www w.le lead ader e sm er smag aggazzin i e.cz cz

Lead Le ader ad erss Ma er Maga gazi zine ne V/ V/ 20 2009 099

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interview An interview with Václav Vorlíček, one of the most successful Czech film directors and screenwriters

THE GENUINE LEGEND

OF FILM ART

Selected filmography: The Lupinek Case (1960); Chicken on Travels (1962); Mary (1964); Who Killed Jessie?

(1966); The End of Agent W4C (1967); You Are a Widow, Sir! (1970); The Girl on the Broomstick (1971); Three Nuts for Cinderella (1973); How to Drown Dr. M. or the End of Water Spirits in Bohemia (1974); Wine Working (1976); A Nice Plate of Spinach (1977); Arabela (1979); Rumburak (1984); Hamster in a Nightshirt (1988); The Magic Book (1996); The Firebird (1997); Tomas and the Falcon King (2000); Max, Sally and the Magic Phone (2001).

Pho Pho Ph h tos: tos os: Jaku a b Hně ak nněv ěvkov kkov ov ovský skk ý ský

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Leaders Magazine V/2009

interview You studied at the Film and TV Faculty of the Academy of Performing Arts in Prague (FAMU) in the 50’s. How did the atmosphere of socialist realism affect you?

My first teacher was Jiří Weiss whose name is generally well-kown for a wide range of movies. Unfortunately, he taught us only for one year because then he started shooting another movie. Hence, director Miroslav Hubáček became my main professor. Yet, I had been seen off from the entry examination to the FAMU by the chancellor A. M. Brousil at the very beginning. Actually, I had not read a “novelty” written by the Minister of Education Zdeněk Nejedlý. So, I went to ask for a job directly to the Barrandov Studios and got to the film unit of Martin Frič.

What were your beginnings like?

I did about three movies as an assistant of an assistant. I was also listening to stories about the past era of Barrandov, how they used to live there during the War times, and how they shot

half German and half Czech movies. A great advantage was that I could return to Barrandov after completing the FAMU studies. So, I started to work as an assistant director.

Did you choose shooting children on purpose?

When a family with kids had to be shot, the director always charged me to do the task with kids. It seemed to me that directors of big names did not really feel like making movies for kids.

How do you explain that?

It is an exhausting work to choose kids who are able to act. They need to be scamps, with an ability to act and to present themselves truly.

I had small kids at that time as well and thus I could understand the world of kids much better. Therefore I asked for cooperation a schoolmate from the FAMU, Josef Bruckner. We told ourselves that there had not been written a detective story for kids so far and so the “Lupinek Case” came into being. Thanks to it I won my spurs as an author of kids’ movies.

Did the children’s world inspire you to make a genre of comics and comedy?

I had been thinking already for a long time about treating figures from comic strips that arrive among people and cause panic. Moreover, the cartoonist Kája Saudek was my friend. At that time he kept drawing cowboys and SS-men and revelled in various details. In addition to that, his pictures were very entertaining and became ideal for the screenplay of the film “Who Killed Jessie?”, which we wrote together with Miloš Macourek. The then establishment finally allowed me to make the movie despite previous doubts. I received 3,5 million CZK to make it, so we really had to save money. A big problem was the tricks with little speech balloons. I wanted to make them in colour, but colour was reserved for the Hussite trilogies, so we had to shoot it all in black and white.

How did the film get to international arena?

They sent it as a part of some movie collection to the Festival in Trieste and we were awarded

Václav Vorlíček being awarded by ACFK prize from the hands of dramaturgist of Czech Television, Ivan Hubač

Leaders Magazine VV/ 2009

47

interview a significant prize there. Later on, the movie was sent to the Festival in Locarno as well. There was William Snyder, a private producer from the New York at that time. When he saw the film, he wanted to produce a remake in colour. Thus, we arrived in New York where he arranged for a screenwriter and a perfect interpreter, the emigrant Ema Hermannová. She interpreted absolutely simultaneously everything I made up with Miloš Macourek; moreover, she perfectly understood the Prague prank in which we conveyed it to the American screenwriter. Yet, with Macourek, we always paid attention to the fact that although we worked with nonsense, like the cartoon figures or water sprites in the Vltava, it needed to keep exact logic.

Did this movie mean a key breakthrough for you?

It was basically a world breakthrough because it was a comics movie and such thing had not been shot by anybody until then. Therefore the Americans were interested in it. I was largely familiar with comics from what had remained in our country after the American army. American soldiers received all kinds of papers and thrown them away in front of the distillery in Blatná where the troops p were accommodated on the demarcation line. We, as kids, collected the papers and had exchanged them with each other.

However, at that time, comics was supposed to be trash in Czechoslovakia, and we ourselves had officially s shot the film as a parody on comics, which it obviously w not. Today comics has was become not only an artist but a scientific subject tic as well.

Do you regret, in this context, that if there had not been for the year 1968, your professional career could have developed in a different way?

There were obvious diff ficulties already in the h 1970’s. A new, as I call it, “Treuhänder“

48

Leaders Magazine V/2009

(sequestrator) came to the Barrandov Studios.

He had 15 scripts that had already been approved during the era before the Russians’ arrival, however, from the ideology point of view, they could not be screened. At that time we gave him the script of the film “You Are a Widow, Sir!”. He read it by next morning and approved it. The only thing he wanted to check was our idea of the junta, how the generals were to be dressed. I replied that it was going to be just the South American junta, full of gold, medals and big caps. So again, we managed to shoot the movie. Although the authorization bodies accepted it only bashfully, the public response was great. In fact, I have not experienced such response with any of my other movies, except for Cinderella, three years later.

The Cinderella still has its audiences all over the world.

Yet, unfortunately this movie keeps chasing me constantly. There is even a teacher in Germany who created a website called „Drei Haselnüsse für Aschenbrödel“ (Three Nuts for Cinderella). She arrived at Barrandov, bribed somebody in order to get music from this movie, she went to the Švihov castle where Cinderella was shot,, etc. She is an absolute fanatic,, with other fans she has been organizing a ball every

year. They move around castles, go to Prague to Barrandov where they take photos of the costumes from the prop store, fatty men in their fifties sew their own costumes and hold autograph events.

It is said that the best comedies ever made were those shot in the 1970’s and 1980’s.

Also, after 1989, fewer films for children have been shot, and they often are almost depressive. How do you explain this trend?

I would say this issue concerns primarily the producer’s apprehension together with their business thinking. When a contemporary film is made, it runs for three months in cinemas and its lifespan is practically finished. On the other hand, movies aimed at kids are screened all the time. Moreover, they are made in a way that even those accompanying the kids in the cinema can enjoy them. I and Miloš Macourek always paid attention to that. The era after the 1989 revolution became a little bit rough, which was reflected even in kids stories.

What are you currently working at?

At present I am completing a comedy – “Saxana – veletrh strašidel” (Saxana – A Fair of Bogeys). I shot the part which is acted already in autumn 2007. Yet,, we made a rod for our own back as half of the characters are 3D animated.

It is because there is a great number of characters which cannot be presented by humans. Forr instance, there is a 60 centimetre tall dwarff or a four metre tall dragon. The story itself is a sequel of the film “The Girl on the Broomstick” after twenty years. Saxana has a nine-year-old daughter who follows the tracks of her motherr to the fairyland. Only there she learns that herr mother was a witch who escaped to the land of humans and thus obtt ained a three hundred year detention. This punishment applies to herr daughter as well. Finally, everything is successfully solved as it should be in a fairytale.

By Pavlína Holancová český překlad naleznete v elektronické verzii magazínu na www.leadersmagazine.czz

IN PARTNERSHIP WITH LEADERS MAGAZINE

From left: Dr. Miro Smolák, Owner and Director of MIRO Gallery Prague, Alena Miro, Soprano, Soloist, Prague State Opera, Hana Pospíšilová, Soprano, Opera Singer with son Honzik Pospíšil and Djoko Stojičič, Poet with his wife

culture event

Premiere of the new poetry book in the MIRO Gallery, from DJOKO STOJIČIČ, Poet and former Ambassador of Serbia in the Czech Republic.

NEKONEČNO (Infinite)

From left: Prof. Miroslav Klivar, Chairman of European Circle ,,Franz Kafka” Prague, Djoko Stojičič, Poet and Dr. Miro Smolák, Owner and Director of MIRO Gallery Prague

From left: Djoko Stojičič, Poet, Mrs. Stojičič and H.E. Vladimír Vereš, Ambassador of Serbia in the Czech Republic From left: Djoko Stojičič, Poet and Juraj Jakubisko, famous Czech-Slovak Film-Director

From left: Mrs. Stojičič, Miroslav Vučíčevič, Director, MIROCOMPANY s.r.o.and Djoko Stojičič, Poet

more photos and electronic version available on www.leadersmagazine.cz

From left: František Lauer, Journalist, Josef Velčovský, Painter and Illustrator of the book INFINITE and Karel Sýs, Poet and Translator of the book INFINITE

networking/ charity

A special celebration took place for Ing. Miloš Zeman, former Prime Minister of the Czech Republic to honor his 65 years birthday.

IN COOPERATION WITH LEADERS MAGAZINE

Ing. Miloš Zeman, former Prime Minister of ČR and Baroness Jana Germenis, Owner of Castle Blatná

Lions Club Prague Eagle Celebrate 20 years Anniversary at Castle Blatná

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From left: Brigadier Gen. Andor Šándor (ret.), President of the Lions Club Prague Eagle, Dr. Tomáš Finger, General Director, Oknocet Europe o.p.s., Martin Hart, former District Governor, Lions Club, Dr. Jan Harašta, Regional Chairman Czech Republic, Lions Club International and Ing. Zbyněk Štáf, Quality Season Product s.r.o., Production Director

From left: JUDr. Jaroslav Bureš, Judge and JUDr. Jaroslav Křeček, Representative, ČSSD

From left: Mr. Vlastimil Tlustý, H.E. Victor Julián Hernández León, Ambassador of Venezuela, Josef Hospergr, Mayor of Blatná and Spiridon Germenis, Director of Castle Blatná From left: H.E. Ole Emil Moesby, Ambassador of Denmark and Brigadier Gen. Andor Šándor (ret.), President of the Lions Club Prague Eagle

From left: H.E. Dr. László Szöke, Ambassador of Hungary and H.E. José Júlio Pereira Gomes, Ambassador of Portugal

From left: Mrs. Geny Veber, Mr. Tokhtin Veber, Mrs. Alena Kronny, Dr. Kronny and Spiridon Germenis, Director of Castle Blatná

From left: Brigadier General (ret.) Richard Smith, OBE QGM, Sheila Smith and Petra Mohycová

more photos and electronic version available on www.leadersmagazine.cz

From left: Juraj Schwarz, District Governor 2009–2010, Lions Club International and Ing. Jan Kalaš, Zone Chairman, Lions Club Praha Hartig

From left: Mrs. Markéta Mališová, Director of the Franz Kafka Center, Arnošt Lustig, Writer and Ms. Jana Šorfová, Director, Museum Kampa

From left: Count Jan Dobrzensky, Owner of Chotěboř Castle and H.E. Alberto Salas Barahona, Ambassador of Peru

Mr. Jiří Drahoš, President, Academy of Sciences ČR

From left: Jan Černý, Advocate, Černý-Raupachová, Dagmar Raupachová, Advocate, Černý-Raupachová and Dr. Zdeněk Čáp, Equitity Solution

From left: Libor Přerost, Přerost a Švorc AUTO, Col. MUDr. Štefan Brunclík, MBA, Director, ÚVN

From left: Bedřich Schwarzenberg and Jaroslav Kubista, former Chief Public Officer, Telefónica

52

Lions Club Prague Eagle

From left: Joseph Drebitko, Chairman/CEO Activ a.s., Ing. Arch. Iva Drebitko, President of Triga, Patronus Club of the National Theatre, Baroness Jana Germenis, Owner of Castle Blatná and Spiridon Germenis, Director, Castle Blatná

Welcome speech of Brigadier Gen. Andor Šándor (ret.), President of the Lions Club Prague Eagle

Jakub Šebesta, Minister of Agriculture, Czech Republic

Most Reverend Diego Causero, Titular Archbishop of Grado, Apostolic Nuncio

From left: H.E. Jaroslav Bašta, Ambassador of the Czech Republic to Ukraine, JUDr. Jaroslav Bureš, Judge, Ing. Miloš Zeman, former Prime Minister of ČR and Jan Fencl, former member of Miloš Zeman’s Government

From left: Jiří Bílý, Advisor to the Minister of Interior, Jaroslav Palas, President of the Moravian-Silesian Region and František Janů H.E. Leda Lúcia Martins Camargo, Ambassador of Brazil and Spiridon Germenis, Director of Castle Blatná

From left: Juraj Jakubisko, Film Director, Mrs. Deana Jakubisková Horváthová, Actress and Film Producer and Ing. Miloš Zeman, former Prime Minister of ČR

From left: Prof. MUDr. Václav Kordač, DrSc., Dialab and MUDr. Jan Bříza, CSc., MBA, General University Hospital in Prague

From left: Petr Lachnit, CEO, Member of the Board, Airport Area Mošnov and Ing. Vladimír Laštůvka, Consultant

From left: H.E. Peter Brňo, Amassador of Slovakia, H.E. László Szöke, Ambasador of Hungary, Ing. Petr Hejma, Mayor, Prague 1, Most Reverend Diego Causero, Titular Archbishop of Grado, Apostolic Nuncio, H.E.José Júlio Pereira Gomes, Ambassador of Portugal, H.E. Alberto Salas Barahona, Ambassador of Peru, MUDr. Jaroslav Barták, President of Poliklinika Modřany

An interview with David Radok, Stage Director

THERE IS NO SUCH THING

AS ORIGINALITY David Radok was born in 1954 into the family of a well-known Czech stage and film director Alfréd Radok. In 1968 he, his parents and sister emigrated to Sweden. After finishing his studies he worked as a flyman, assistant illuminator and assistant director.

In 1980 he made his debut as a director of the production of Menotti’s The Medium at Goteborg Opera, where he has worked ever since. He has directed over 50 operas such as for instance Dido and Aeneas, The Journey to Reims, Rigoletto, La Traviata, Jenufa, Peter Grimes, La Bohème and Woyzeck, covering the periods from the early Baroque to the present day. David Radok has worked in Copenhagen, Oslo, Stockholm, Berlin, Dresden, Tel Aviv and in Tokio. In the early 1990s he returned to Prague, where he has directed over ov er ssev even en ppro rodu duct ctio ions ns ssoo fa farr. IInn th thee la last st yyea earr he ppro rodu duce cedd Vá Václ clav av H Hav avel el’ss pla playy Le Leav avin ingg in the the w wor orld ld pre premi mier eree.

Photo: Vladimír Weiss

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Leaders Magazine V/2009

This year we celebrate 20 years since the fall of communism. How did you live out the year of 1989? What did it mean to you?

I followed the events of 1989 with a great tenseness. I had never thought that the change could have come and that I would return to Czechoslovakia.

As soon as I could, I came to Prague. It was in 1990.

I regularly returned and in the end I decided to live here. I moved to Prague in 1993.

Why did you decide to stay in Prague?

It came from the situation. I did not know the Czechs as well as the country. When I left at the age of fourteen, I knew only the area around Petrské square and Bílá labuť department store and nothing else. Although g you can live almost everyy where in the world, there is always the place where you have your roots which you are historically connected with.

I wanttedd tto know whhere I come from.

How do you perceive the development our country went through during the twenty years?

At the beginning of the 1990s there was a big euphoria here that I experienced very sensitively too. It was a time when the society had enough opportunities which way to go. I thought that the developm lo pmen entt wo woul uldd go iinn a be bett tter er ddirirec ectition on. I am ddis isap appointed the most from the fact that we reached a state of general amorality, that the values of the society develop in a way that is not very good. On the other hand this development is probably natural because the takeover was very big. Many people gained money in quite a not correct way and these people set the further direction of our society. Every dayy yyou can read in newspapers p p that someone made a strange deal, that some politicians are engaged in something. The result is that the society slowly re renounces moral behaviour. The Czech Republic thus becomes an Eastern banana republic. The potential of this country was incredible – by its place in Central Europe, by its looks and also by the fact that there were many people here who could make something.

However, from year to year the chances of our country have been whittled away. All of this is wasted opportunities.

Your mother also devoted herself to directing and even taught it. In one interview in the early 1990s she said that she would have never let you directing if she had seen you had no talent. How did she react to your first performance in 1980?

Did she ever give you any advice?

She told me she was very nervous because she did not know what it would look like. She did not consider the performance quite bad, so she was quite relieved.

When Wh en I wor worke kedd in Got Goteb ebor org, g, my my mo moth ther er oft often en wen wentt to rehearsals but I did not confer with her. She always told me her opinion that sometimes was quite opposite to my perception; for instance Woyzeck – the rehearsals went on well, but I did not believe it much until the opening night. At that time I had a period when I did not believe in myself and in the things I was doing. My mother used to tell me then that the production was good. I did not agree with her and stated that it would be a disaster. Then, the productition on w was as a suc succe cess ss. So Some metitime mess sh shee to told ld me me th that at some things, which I thought were good, were bad.

I live up to that you have to rely on yourself. Any

decision I make, I have to have it reasoned myself. In this profession, you are more or less alone.

Are you rather an authoritative director or do you discuss the production with actors and other colleagues and possibly implement their ideas?

I am not an authoritative director. I am open to all ideas and I gladly accept them. But these ideas have to stem from the real immersion of people int o the work. It cannot be ideas that are only pretended by someone. I am not talking only about actors, but also about the scenographer, illuminator, or costume designer. As a director, I am responsible for keeping the direction and dynamics of the production. I solely cooperate with the same people – the same illuminator,, scenogr g appher,, in whom I know that theyy invest the same amount of energy as I do into the work.

What is important during directing?

When ddiirectiting, Wh g you have tto keep tthhe att ttentition of spectators. You achieve that if you ensure that the production has a certain dynamics. You have to have in mind that some things are told roundly, some partly and some are only indicated.

Can you describe the process from choosing the topic to its realization?

Thee fifirs Th rstt th thin ingg th that at eve every rybo body dy con consi side ders rs ver veryy ea easy sy, but which is the most complicated in fact, is to find out what the opera or play is about, what is the heart of the matter. Sometimes you can see productions in which this remains unsolved. The next phase is what the story tells you. That means what is your attitude to the story. Directors of course come out from their own life as Mr. Havel puts it, from their existential memory. y Theyy put p all their experience p and perceptions of people’s behaviour into it. Then the solution of space in which the play or opera shall take place follows. The space is something what subconsciously determines the whole style of the production. I found out that if I solve the space with my scenographer, I have done 90 per cent of my work.

When you determine the space, its protagonists turn out. You accommodate their behaviour to the space in a way that the features of characters come to the fore. Then the last phase arises – rehearsals. In this phase you come out from the people you work with, but at the same time you must not abandon the dynamics and aim of the production.

Where do you find inspiration?

Literature, fine art, films, exhibitions, all of this inspires me. These are the things that in a certain way give information about the state of the society.

I am off course influenced f by people’s behaviour and manners. If I approach any material, I try to seek thin th ings gs I can can see see aaro roun undd me me.. Yo Youu al alwa ways ys bor borro row w something in the directing. You never make something up; everything has already appeared. There is no such thing as originality. At the moment you start doing constructions of life; then it is no reality, but a construction. And you immediately see everywhere that it is a construction of something that is not anchored in real life.

You mostly direct pieces that are more difficult for the audience. How do you choose themes you want to work on?

I was lucky that mostly I have been able to choose what to do. It was either that the impulse what to do

came from me, or I was offered to direct operas that were thematically close to me. I was always interested in the relation between an individual and society, more specifically, how the society destroys the individual. This theme is treated in the majority of dramas. It is of course brought about by my experience, by where I come from. When I was young, I grew up in a country where the society destroyed people in a way.

Which of your productions do you consider the best?

It is not possible to say it like that, because it is impossible to do an optimal performance. Nobody has ever managed it. There are moments in the production that are good,, and the more go g od moments there are, the more I am satisfied. From a distance, I like Woyzeck. I also like Rossini’s operas – The Journey to Reiims, TThhe BBarbber off SSevilillle. Joseff K routt vor andd I wrote a libretto on the texts by Franz Kafka; it was called the Description of a Struggle. It was a very interesting work on which we spent several years.

I like working on productions that surpass the standard a bit, because it always moves you forward. After some time you find yourself in a situation that you return tu rn bac backk to ccer erta tain in tit title less ag agai ainn an andd ag agai ainn. I hav havee do done ne the Lady Macbeth of the Mtsensk District, La Traviata, The Barber of Seville. It is comfortable, but it is a road to hell. You start repeating yourself.

In the last year you produced Václav Havel’s play Leaving in the world premiere at the Archa Theatre. During preparation the media expressed certain fears that you as an opera director did not have enough experience with drama. There were also great expectations because you directed a play of a world-famous dramatist. How did you cope with it?

Leaving was a challenge I gladly accepted. I always respected the opinion of Václav Havel. All the small changes I made I consulted with him. I did not do anything he would not agree with. When he said he did not want to change something, I did not do it.

I respected him one hundred per cent. I have never held somebody in such respect as Mr Havel. I hoped I produced a play he would like. And I managed to do that.

What do you plan for this season?

I prepare Stravinsky’s Rake’s Progress for Copenhagen and Goteborg. I may have one production at the National Theatre in Prague but I do not want to talk about it because it is not certain if it works out.

Unlike last year and the year beffore, I plan very few productions. I believe the older people are, the more they th ey hhav avee to tthi hink nk aabo bout ut w wha hatt th they ey w wililll do do..

What kind of music do you like listening to in your free time?

I like chamber music. If I really want to listen to something, I go back to the roots of music, and that is Bach. When driving, I listen to the Beatles and jazz.

I absolutely do not listen to opera music, never.

By Zuzana Kasáková

český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

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An interview with Jana Flanderová, the Former District Governor of the Lions Clu lub in the Czech Republic and Slovakia

IT IS OUR MISSION TO HELP AND TO SERVE In what year and for which reasons did you decide to join the Lions Club International (LCI)? What was it about the Club that appealed to you the most?

I was accepted into the ladies club LC Plzeň Bohemia in the year 1997. The representatives of organizations gathering disabled children sponsored by the Club attended a beautiful concert of baroque music the club hosted. Their stories were in perfect agreement with my ideas to do something extra in order to be useful. I enjoyed the pleasant atmosphere in the LC because the rich professional focus of the ladies was interconnected with the beauty of the Club’s life, and many activities taking place at that time which are still organized by its members.

What is the main mission of each Club?

We are first class international organization.

Our mission is to help and to serve. Helping people in need, providing help where needed, primarily in those cities and counties with Club´s

local residence is our objective. We cooperate with the city, with other organizations, individuals, and most importantly we do it with love and selflessness. Every Club can provide financial or physical aid whenever, wherever, and to whomever it decides. Furthermore, the aid can be providded not only locally but also abroad.

You have served as the Governor of the LCI District 122 (associating the Czech Republic and Slovakia) during 2008–2009. Could you mention charitable events which you have organized?

Parr ticular Clubs carry out programs and activities under LCI’s recommendation. They follow up Disstrict projects supporting the purblind, the blind, people with hearing problems, and other sorts of disabilities; moreover, other events includde projects aimed at the youth, at support and development of the Lion’s movement, and projects of international cooperation. Aiding people in need does not lie only in organizing social evvents in order to obtain the necessary funds.

It connsists of organizational, moral, and other non-m material support of selected institutions and individduals as well; therefore, this requires establishingg of continual contact. Our programs are as

Photos: Archive

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diverse as are our mem mbers, so our charitable events are interesting, witty, and beneficial.

Could you be more specific?

The Clubs organize soocial evenings, concerts, charitable auctions, ballls, sports meetings, tennis and golf tournamennts, fashion shows, and sales of the always favorite mulled wine by the disabled during the Holiday season, among other things. They take part in social, educational, civic, and leisure programs as well. The LCI has been initiating celebrations of thhe World Sight Day (WDS) since 1996. It has been held regularly during the second Thursday of thee month of October. Our district also traditionallly organizes the festive concert of the Pilsen Philharmonic Orchestra.

These events are attended by the purblind, the blind, and young people who have overcome their disabilities are commennded for serving as an example to others. The Lions sponsors international youth camps and a varieety of further international events, by the means of their foundation – LCIF. The most significant prooject of international nature is the Lions Ocularr s Educational Centre, at the Teaching Hospital Krrálovské Vinohrady. This is a place where oculars and nurses from Central and East Europe are beinng educated.

In general, do you fin find solidarity and phila lanthropic anthropic spirit sufficie sufficiently developed in the Czech Cz zech Republic?

I think that solidarissm and philanthropic spirit have developed a loot in the Czech Republic.

Yet, we are still at a lower level when we compare ourseelves to more advancced countries. Our goal, also closely related to people’s p thinking, is to change the attitude of our public and to enhance furtheer development of thhat trend both in Europe as weell as around the worrld.

In this context, how do you manage to at attract ttract new members? With what partners fr from rom both commercial and non-commercial sp spheres pheres do you cooperat cooperate?

Wee are interested in increasing the number of meembers, since this is the only way that we may help better people iin need. New members are approached by our lions and lionesses mosttly at successful evvents organized by the differrent Clubs. It is the bbest possible marketing optioon for the LC´s movvement in our society.

Theree are actually a lot off Czech citizens interested inn acquiring a new m membership. Any citizen with good reputation andd interest in charity can become a Lion. New members m are accepted based upon two specif ic criteria, the recommenddation of an existing member in good standing, and general agreem ment by the Club itself.

We have over 1000 mem mbers within 43 Clubs in Disstrict 122, i.e. in thhe Czech Republic and Slovaakia at present. I am m very happy to say that numbbers in existing Clubss are growing. I suggest that the number of Clubss is going to increase by anothher six this year alone. Our members hold signiff icant positions, annd their contacts with

both commercial and non-commercial sphheres are diversified, and closely related to the economic situation. Although recently there have been changes taking place, our effort regarding charity accounts is highly appreciated andd the support of many of our partners is as goood as it could possibly be.

How does the Lions Club differ from typical charity?

Our movement is global and organized,, and it is aimed to help people in need primarrily in Lion´s Club local community; moreover, ourr educational programs are developing fast. Beccause our members are mostly people with greaat organizational skills and ample knowledge in various fields, they usually aim for the improvem ments in the lifestyles of all the citizens. They think progressively about long-term aid with thee goal to improve life, while keeping in mind disaabled people. To that extent, their life is filled with value, and we all have had pleasant feeelings from exercising our duties. We can find haappiness in charity, and happiness is part of thhe life that we love.

How is the project of building bridges across nations taking place?

The Lions movement was founded in 191 17 by Melvin Jones in Dallas, Texas. It is an inteernational organization, and the only one accredited by the UN since 1945. In March the celebration of LION’S DAY has already become an impoortant global tradition that takes place in 205 countries, and counts with the participation of about 1,3 million people. Programs run by both thhe LC and the UN are interconnected, and the suppport of Lions among citizens is very important foor the

success of UN programs. Everything we do is related to people and their good co-existence. Our District has been cooperating primarily with both the German and Austrian Districts in long term projects, and we are attending joint programs. Our Clubs have both individual and global links, keep tight friendship among them, and any individual Club´s life takes place on a completely different higher level. Our District takes a very active role in global programs as well. We have been carrying out youth camps and family exchanges. We send our children abroad and receive children from other nations.

Our children actively participate in the design of the Peace Poster within the framework of the international contest. We collect old glasses for developing countries, we help various countries to deal with natural disasters, and we have built with aid of the LCIF the Lions Educational Centre at the Teaching Hospital Královské Vinohrady valued at 1 million USD. A great success of our District definitely was the building of a hospital in Kenya in 2006–7.

What new projects and activities are you preparing?

We are interested in broadening our member base in order to make our aid for people in need more intensive, as well as to further maintain major projects of the global Lion’s movement, particularly in the field of vision. It does not however exclude our aid in other areas.

By Pavlína Holancová český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

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A talk about ethics and creativity in advertising with Pavel Brabec, President off the Association of Czech Advertising Agencies and Marketing Communication

Effective Advertising? ...Witty and True!

Mgr. Pavel Brabec has been involved in advertising business since thee middle of 1980´s. He was one of the founding fathers of the Association of Czech Advertising Agencies and Marketing Com mmunication (AČRA M.K.) in 1991. AČRA M.K. was the first professional association established within the advertising bussiness in the country, and Mr. Braabec has served as its president ever since. AČRA M.K. steadily associates around 50 members. Besides providing serviice for its members, it also regularly organizes a creativity competition, Metro Zlatá pecka, and runs the Czech Instiitute of Advertising and Marketing Communication in cooperation with the School of Puublic and International Relations. The association is a member of the Council for Advertising (RPR), the Arbitration Committeee of the RPR, and of the Czech Chaamber of Commerce.

Photo: Vladimír Weiss

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Is there any commercial outdoor advertising which has caught your eyes lately? After so many years in the business, is there something that can still surprise you?

It is true that I have beenn in the business even before 1989, so not many thingss can surprise me anymore.

Advertising is always therre where the clients want it to be. It is paid by those who want to communicate, to those who know best way to do it. It is not only the economic crisis which innfluences the development of advertising, but also thee demands and needs of the clients and, advertised products; these are the general principles that are vallid even in times of crisis.

Do you agree with the top commercials director Ivan Zachariáš that creativity has been disappearing from advertising lately due to a lack of courageous clients willing to risk?

Courage equals moneyy. If there are not sufficient resources that allow us to try something new, with a certain level of risk, the clients opt for more straightforward ways. Marketing and advertising is much more complex than what we cann embrace here. It is created in direct relation to sellinng channels each and every product has. In the post--1989 period, the first five years were dedicated to innvestments – the companies were trying to position theemselves on the market and to build the brands; then a boom came, and already before the current crisis hit, we had witnessed, for couple of years, a stabilizzation of marketing communication; because the clieents have not been looking for new ways of communication. The market is stabilized now and there is nott much room for new brands and products. Consequently, the clients are not so courageous or vigorous. So I agree with Mr. Zachariáš that at the moment, theree is not much will nor many rational reasons for findding new effective creative approaches.

On the other hand, the consumers claim that the commercials are always the same and that they do

not watch or listen liisten to them. them Do you think the wellcommercial stopped having an impact? tried commerc cial have stop This is a traditional andd innteresting problem – when you ask people whether theey are interested in commercials, most of them claim m they are not following it, or are switching channelss, bbut they are usually able to name ten commercial spootss they have seen lately. The fact that customers know w about the advertising campaign means they are relatinng to it. It is rather a fashion to claim “I am not interrested in commercials”, but it was precisely proven thaat advertising works. If it wasn’t true the media markket could not work. There are different segments of consumers according to education, sex or interessts.. Lately, a trend to define and target particular grouupss and segments has been prevailing. It is also certaainn that a creative wittiness makes commercials workk. There T are competitions of creativity and effectiveeneess in advertising every year – not only the com mpeetition Metro Zlatá pecka that we organize, which shhow ws that well done communication and advertisemeentt of a product works. I do not deny that there are fiasscoos and many failed, simple or unethical advertising onn our advertising market, which by the way amountss to 50–80 billion Czech crowns. As in other busineesss, there is quality and poor quality service.

What is thee current situation in the business? sit due to the crisis?

Are many creative people leaving l Generally, the crisis creaates a pressure, and one has to either change the f ield or start doing things he or she didn’t like before. Itt iss like this everywhere else.

Nonetheless there is an inteeresting phenomenon and that is, according to surveyss, the Czech population is starting to behave differeentlly. Not only have we grown older, but we have also developed in particular ways, as consumers. We call it maarket segmentation, which was there all the time, buut iti was not possible to use it effectively. The new techhnoologies allow it – the internet, digitalization, communnication on-line. The teenagers target group, for exaample, is at home on the internet. We have a wholee nnew generation here which deliberately does not usee traditional communication channels; but it can be alsso exploited e and it is possible to price its value. To tarrget these groups has been possible only in last couplee of years – but there are many problems; one of thhem m is demanding execution, planning, or necessity too kknow precise data about the market.

Is this trend leading to a specialization of the advertisementt agencies?

I don’t see it happeningg. I don’t know precisely what each of the one hundrredd agencies in the Czech Republic does, but it is rather not realistic that an agency could choose too w work this way. There are different tasks. More likkely individual workers can specialize.

Do you ex expect xpect any new n regulation of the advertising campaign the new commucaampaign targeting tar nication chan channels sensitive target groups like nnels or sens teenagers?

Advertising is regulated llegislatively and ethically.

Of course, a frameworkk regulation r protecting the youth is in the place. As thhe m market needs develop and some excesses happen, an effort to regulate it legally appears. It is very good that the Council for Advertising

(RPR) was estabblished in 1994; naturally, the Council is not legislativvely active, but it oversees the adherence to the ethical code. It promotes its interests through deliberaations, with the actors of the advertising process, annd anticipates some restrictions. It is very right becauuse the law can be bypassed, but the Council is able to manage a lot, thanks to its reputation, weight andd stress on the adherence to ethical principles.

Do you think such a “soft” regulation or selfregulation really works?

Absolutely, thhe agencies are sometimes balancing on the edge, poossibly facing legal risks, so it is very good that the Council is truly active, issuing roughly 50-80 decisions per year.

How does the complaints mechanism work?

Anyone can complain, even an anonymous written complaint that,, for example, ‘there aren’t that big pieces of fruit in a yogurt as the packing or advertising promises’. Logically, if a complaint can be anonymous, the comppetitors on the market are using it, too.

Some cases arre very complicated and we have to read extensive documentation.

How effectively can the Council enforce its findings?

Don’t forget that 90 % of our advertising market is divided by 1000 agencies. Most of the controversial issues concern the outdoor advertisements, because this type of advvertising is non-selective – you cannot avoid it. When a producer of metal nuts chooses a naked woman for its billboard campaign and the billboard is placced next to the school doors, for sure someone will complain. Most often the Council receives complaints concerning sexual double meanings and unethiccal use of female bodies in advertising.

Another reason why the enforcement of Council’s decisions works iss that, not only we state that a given advertisement is unethical, but we also turn over the cases to thee Trade Licensing Office, which can fine an agency subsstantively. A qualified expert decision of the Council can also be used in litigation; but to decide on ethical issues is sometimes very difficult.

Can you describe a particular case?

Probably eveeryone remembers a commercial on Fidorka waffle – a cute little girl is crossing a street and feels like eaating Fidorka. A cabriolet stops at the crossing and the female driver holds Fidorka. The girl kicks a front light of the car, it breaks, the driver gets frightened and the girl steels the waffle from her. We had difficulties to judge this case and only by one vote margin we decided it was ethical at the end. It came back to us maany times because our decision was wrong but we coouldn’t take it back. It was a prime example of how thhe advertising shouldn’t look like. The cute little girl waas perceived positively by the consumers but if we duly think about it, the commercial’s message, in facc t is that, if I fancy something, I would do anything to get it – even a theft. It was dangerous with regard to children, because this commercial was on during the whhole day.

How has a boundary of what is still ethical shifted?

The Council was not established 15 years ago in order to keep thhe positions; both, the market and the legislative framework, develop in time. For example,

the segment of food complements with the turnout of ten billion Czech crowns per year, is ethically balancing on the edge. If someone has a medical problem and you promote herbal food complement as a remedy, you are walking on thin ice. Communication about these products is very often misleading, and it is necessary to keep an eye on it, since the advertising must be first and foremost true, otherwise it cannot work; advertising must be honest, true, ethical and legal. Our ethical code is not above the law, but an oversight of the Council very often anticipates possible crisis scenarios which could take place. When particular issues and excesses start to be dealt with within the law, it is wrong.

Does it sometimes happen that advertising considered ethical by the Council brings legal consequences for the agency or the client?

The fact that we consider advertising truly ethical does not mean there couldn’t be legal consequences.

The Council is not concerned with the legality but with ethics given by the detailed codex. Of course, reality is more complex. We also excluded many complaints as unsubstantiated. We do not judge whether advertising is “nice”. I give you an example – tooth paste protecting against paradentosis advertising showed someone spitting blood when brushing the teeth, and at the end, one tooth drops off; this commercial raised a very negative feedback. In fact, the advertised product can truly help against paradentosis but there are still certain esthetical taboos in our society which cannot be crossed. Those who complained wrote that the commercial is naturalistic and loathsome. I found it witty and effective; it is a hyperbole that advertising necessary works. This commercial was found ethical but the client anyway opted for a softer version with no blood. A negative feedback of the public can influence the media; the campaign could become more complicated and the client could face a significant loss.

Can you describe the activities of AČRA M.K.?

Our association was established as the first of its kind here, and it fulfills the well known aims of a professional association – it serves as an external communication channel and provides services to its members. We organize conferences – like the important conference on digitalization DIGIMEDIA, seminars, and implement different projects like the Czech Institute of Advertising and Marketing Communication or the competition Metro Zlata pecka. The competition is our longstanding effort; after fifteen years we changed its structure a bit last year – besides the expert evaluations, the competition has an “international media dimension”, because the readers of Metro daily throughout Europe can evaluate and vote on shortlisted advertisings on the internet. We are trying to provide a feedback to the Czech advertising and to show the opinions of the international public. We would like to elaborate on this concept this year.

We are busy all the time; in times of crisis only the best ones can succeed.

By Věra Řiháčková

český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

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IN PARTNERSHIP WITH LEADERS MAGAZINE

The Energy-Climate Crisis is Your Business

Part X: “Grassoline”—Biofuels The Right Way1

James A. Cusumano, PhD

THE CHALLENGE Over the last decade, rapid growth in the use of biofuels for powering transportation has been championed globally by politicians and corporate executives as a strategy to 1.

Increase income and jobs in rural communities; 2. Reduce dependence on foreign oil; and 3. Address emerging problems due to climate change2. Unfortunately, in some countries, for example the U.S., rapid expansion in biofuels production has been driven primarily by special-interest political groups, who seek to generate jobs and stimulate their local economies, and are less concerned with improved economics, environmental benefits, and increased energy efficiency and security. This is an ineffective and untenable approach to addressing energy-climate issues, however in emerging “second-generation” biofuel technologies there is significant promise on the horizon.

Rapid growth in biofuels has contributed to sharp increases in the price of food, grains, and commodities, such as sugar and soybeans. This has created debates as to whether biofuels have a viable future. In the ethanol-from-corn industry, exuberant expansion has been so intense in the U.S. (see Figure 1) that now, as we face significant global financial challenges, some ethanol refineries are being closed with the consequent loss of jobs they initially created, and precipitation of a greater negative economic impact than that which they sought to alleviate. Recent studies conclude that the environmental costs of producing corn-based ethanol outweigh its benefits. When the cost contributions from water pollution, loss of wildlife habitat, and decreasing freshwater resources are accounted for, the benefits are questionable3.

Of equal importance, corn-based ethanol, via conventional fermentation technology provides only a minimal reduction in greenhouse gases (GHG), and current

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estimates show that the use of this fuel leads to only a 12–18 % reduction in GHG emissions, compared to gasoline. In many instances, corn is grown on carbonrich land, which results in the release of that carbon into the atmosphere as CO2, exacerbating global warming. In such cases, environmental benefits completely disappearr4.

It is clearly important that the U.S. and other developed countries foster the growth of a global biofuels industry.

However, this transition must focus primarily on “second generation” technologies for the production of bioethanol and biodiesel i.e., not just on bioethanol from annual crops such as corn and soybeans, but from agricultural waste, rapid-growth trees, grasses, and other plants that have little or no food value. Technologies exist to achieve this transition, but in doing so the primary drivers must be improved economics, higher energy efficiency, and increased environmental compatibility and sustainability – not the political forces of special-interest groups.

THE NEAR-TERM SOLUTION Biofuels such as bioethanol and biodiesel can be produced from anything that currently is, or ever was a living plant. Plants take energy from the sun and through photosynthesis convert atmospheric CO2, water and soil nutrients into starch, cellulose, hemicellulose – a highly-stable form of cellulose – and lignin – a polymer that gives plants their form, strength, and rigidity. Starch is readily broken down into simple sugars, which then can be fermented by age-old technology to ethanol. Corn and soybeans are rich in starch and therefore are easily converted to ethanol, which is why, based on these readily available feedstocks, there has been rapid growth in ethanol refineries in the U.S. and elsewhere. Currently, in the U.S., 180 are in operation in 22 states. However, in developed countries such as the

U.S., there is not enough available farmland to manufacture more than 10–15 % of their liquid-fuel requirements from crops such as corn and soybeans (see Figure 2)5.

Furthermore, the energy and environmental benefits of corn-based bioethanol are questionable, and certainly significantly less than those available from second generation technologies based on cellulose feedstocks. Current corn-to-ethanol technologies can at best yield a product with 25–35% more energy content than the fossil-fuel based energy required in its lifecycle production i.e., from the corn field to the fuel tank in your car. Cellulosic ethanol, on the other hand, can provide 400–900% more energy than the fossil-fuel based energy required to produce it.

These substantial energy gains also represent huge benefits in addressing climate change. Current projections show that fueling vehicles with cellulosic ethanol or cellulosic diesel fuel could reduce GHG emissions by 86–94% compared to gasoline and diesel fuel, versus a reduction, at best of 12–18% for corn ethanol6.

Cellulosic biofuels can be produced from hundreds of feedstock sources, including wood waste, agricultural residues such as cornstalks and wheat straw, and numerous fast-growing grass “weeds” such as switch grass.

These feedstocks are cheap – with a fully-loaded cost of $10–40 per barrel of oil energy equivalent. They are abundant, and do not conflict with food production.

Furthermore, most of these feedstocks, such as switch grass can be grown on fallow land, and some grasses, such as willow coppice, actually decontaminate land that has been polluted by toxic waste water and heavy metals – so-called phytoremediation7. The potential for cellulosic biofuels far exceeds that for food crops, such as corn and soybeans (see Figure 2).

A recent study by the U.S. Department of Agriculture and the U.S. Department of Energy concludes that the

Figure 1 – U.S. U S Corn Used in Ethanol Production, Production 1980–2008 1980 2008 (2)

TO BE CONTINUED...

Figure 2 – Amount of Ethanol The U.S. Can Produce (Billions of Gallons)(5)

other oil companies, as well in South Africa by the SASOL refinery, the synthesis gas can be converted to existing fuel products such as gasoline, diesel and jet fuel. A modern Fischer-Tropsch plant was built in 2006 in Qatar in cooperation with ExxonMobil to convert that country’s large stores of natural gas to liquid fuels, which are much less costly and safer to transport.

Favorable economics for various biofuels technologies vary, but nearly all require oil at a price of more than $50 per barrel to be cost competitive with current petroleum technology. For the foreseeable future, this does not appear to be a hurdle. In fact, it is likely that the current approximate $70 per barrel price of petroleum will increase significantly over the next 18 months to more than $100 per barrel. The economics for at least one process, called the AFEX Process can produce cellulosic bioethanol for $1 per gallon of equivalent gasoline energy content, and this biofuel would likely sell for less than $2 per gallon at the pump10.

Figure 4 – Current Oil Consumption And Potential Biofuel Production (Billion Barrels of Oil Equivalent) (5)

THE FUTURE As research continues in biofuels, perhaps the most U.S. can produce annually, a minimum of 1.4 billion dry promising technology in these “third generation” biofuels tons of cellulosic biomass without decreasing the level is that based on microalgae. Microalgae are single-cell of crops available for food, animal feed and exports (see organisms produced in water via solar photosynthesis of Figures 3)8. As shown in Figure 4, the U.S. could easily CO2 and nutrients. These organisms grow rapidly – often produce the equivalent of 50 % of its current petroleum doubling their mass in 24 hours – and are rich in natural requirements from biofuels. Based on these and similar oils that can be used as biodiesel and other transportafigures, projections estimate that the annual global suption fuels. This means that it would be possible to produce ply of cellulosic biomass feedstocks has an energy content more than 100 times more oil per acre than standard bithat is equivalent to between 34 and 160 billion barrels of odiesel crops, such as soybeans. An additional benefit is oil per year, depending upon whether Figure 3 – Amount of Biofuel Feedstock the U.S. Can Sustainably Produce(5) one assumes a conservative or optimistic scenario, respectively. This level of biofuels production significantly exceeds the current annual global consumption of petroleum of 30 billion barrels. Also, as has been demonstrated at the pilot-plant level, cellulosic feedstocks can be converted to essentially any of our current or projected fuel requirements – ethanol, gasoline, diesel, and jet fuel. For example, cellulose can be converted via enzymatic catalysis to glucose, which can then be fermented to ethanol. Ethanol that the process can use CO2 that normally is rejected to is then readily transformed over molecular-sieve zeolite the atmosphere from power plants and other emitting catalysts to your choice of gasoline, diesel fuel or jet fuel, sources. simply by modifying the design of the catalyst and the Craig Venter, who led the Celera Genomics effort that process conditions. In the U.S., in April 2009, there were was the first group to determine the human genome, is 25 cellulosic ethanol demonstration or pilot plants and now head of Synthetic Genomics, a firm based in San two cellulosic diesel plants in operation9.

Diego, California. Venter is using genomics to develop Newer technologies are now at the pilot-plant stage a commercial process that will produce microalgae that for converting the hemicellulose in plants to glucose, and have been genetically engineered to yield the desired final separating the lignin for use as fuel for the distillation biofuels directly, without the requirement of refinery step, subsequent to fermentation. These improvements processing. The credibility of his technology can perhaps provide a large increase in overall energy efficiency and be viewed by the fact that ExxonMobil recently signed process economics. a $600 million agreement with Synthetic Genomics to In alternate high-temperature “thermolysis” processes develop and commercialize Venter’s technology11. (~500 °C), highly-stable biomass feedstocks can be conTHE PROMISE verted to “biocrude” oil, analogous to petroleum crude oil.

This biocrude can then be processed to transportation Earlier this year, U.S. President, Barak Obama signed fuels in existing petroleum refineries. At higher temperainto law a stimulus bill for clean sustainable energy, which tures (>700 °C), synthesis gas – a mixture of carbon mocontains $800 million in funding for the U.S. Department noxide and hydrogen – can be produced. Using Fischerof Energy’s Biomass Program. This should accelerate Tropsch technology, developed in Germany during World biofuels research and development, and also the bill proWar II, and optimized since then by Shell, ExxonMobil and vides up to $6 billion in loan guarantees for “leading

edge” biofuels projects that will initiate construction by October 2011. If the U.S. maintains this momentum and level of commitment, it could become a world leader in next generation biofuels production. In doing so, it would help lead a global transition away from petroleum to a new era where energy security is no longer an issue, and hopefully the current consequences of climate change are diminished.

James A. Cusumano, PhD

1

Parts I and II of this series outline the Global Energy Security and Climate Change issues, respectively; Part III provides a summary of a workable solution; Part IV presents an analysis of nuclear power; Parts V and VI describes the role of vehicular transportation with a focus on hybrid, electric and fuel-cell cars; Part VII details the potential of wind power; Part VIII treats the potential impact of solar energy, and Part IX addresses the future of global oil prices. See www.LeadersMagazine.Cz, volumes 2, 3, 4, 5, 2008 and 1, 2, 3, and 4, 2009.

2 F.O. Licht, World Ethanol and Biofuels Report, March 26, 2009.

3 Jane Early and Alice McKeown, “Red, White, and Green: Transforming U.S. Biofuels,” Worldwatch Report 180, Worldwatch Institute, Washington, D.C. 2009, p. 5.

4 Ibid 5 George W. Huber and Bruce E. Dale, “Grassoline at the Pump,” Scientific American, July 2009, p. 40.

6 Jane Early and Alice McKeown, Op. cit., p. 17–18.

7 Ibid, p. 42.

8 U.S. Department of Energy Biomass Program Website: http// eere.Energy.Gov/Biomass 9 Jane Early and Alice McKeown, Op. cit., pp. 19–20.

10 George W. Huber and Bruce E. Dale, Op. cit., p. 47.

11 The Economist, July 18, 2009, pp. 74–75.

About the Author: James A. Cusumano is Chairman and owner of Chateau Mcely (www.ChateauMcely.Com), chosen in 2007 by the European Union as the only “Green” 5-star luxury hotel in Central and Eastern Europe and in 2008 by the World Travel Awards as the Leading Green Hotel in the World.

He is a former Research Director for Exxon, and subsequently founded two public companies in Silicon Valley, one in clean power generation, the other in pharmaceuticals manufacture via environmentally-benign, low-cost, catalytic technologies.

While he was Chairman and CEO, the latter – Catalytica Pharmaceuticals, Inc. – grew in less than 5 years, to a $1 billion enterprise with 2,000 employees. He is co-author of “Freedom from Mid-East Oil,” recently released by World Business Academy Press (www.WorldBusiness.Org) and can be reached at Jim@ChateauMcely.Com.

Leaders Magazine VV/ 2009

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An interview with Dagmar Grossmaann, CEO, Grossmann Jet Service spol. s r.oo.

SPREADING THEIR WINGS Prague-based Grossmann Jet Service s.r.o. is branching out in a growing market

The private jet sector had a hard landing after a very successful 2008, but Dagmar Grossmann, CEO of Czecch private jet-operator Grossmann Jet Service has reason to be optimisticc. “It’s true that market conditions are different right now, buut business ethics are much better and the very best operators will come out on top. We have to adjust to the changing industry rather than wait for the system to adjust for us. I know that we can’t afford to stannd still – and this is why we are successful,” she said. Grossm mann has tackled new opportunities with a creative approach that places im mportance on quick reactions to an even quicker market.

Grossmann Jet Service, s.r.o. was the first company to offer private aviation service to the business community in the Czech Republic. Looking back, how would you compare the situation on the Czech and European market in 2004 and with today’s climate?

We currently have 19 business jets registered in the Czech Republic. One of these planes is simply used for testing the calibration of air navigation instruments. The market is still small and largely homogeneous, but it is definitely growing. I’m hearing about many operators preparing plans to enter either the Czech Republic or other promising markets in newer EU member states like Poland, Bulgaria and Romania. But because of the languages, currencies and the industry’s relative newness in these regions, it’s not an easy leap. Companies are monitoring it from afar and waiting for the right opportunity while we’re already running a successful business here. Right now we’re preparing a Central Europe Aviation platform, to be launched in several weeks, which

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will coonnect operators, owners and industry workers in Central Europe with the rest of the world.

What are the current trends in Europe’s private jet industry, and how has the recession affected the sector?

We personally had a great second quarter this year, which I think is partly thanks to recent investments we maade updating our aircraft. Now we have internet on boaard, which also allows live TV programming, but the bigg gest thing I decided to go for was making it possible for clients to use their mobile phones during all flights. This means even during take-offs and landings as welll! It works both ways, as they can receive calls.

I belieeve it’s an important milestone in an age where peoplee need to be connected at all times.

As for the recession, there are indications the bottom m’s been reached, and there will be an upturn.

In Junne, London City Airport announced there was a stagggering 44 percent surge in passengers traveling by privatee jet in May over the previous month. The makeup

of our fleet portfolio also reflects the industry’s expectation that Very Light Jets (VVLJ) will play a very big role in the future of the aviation industry.

Have you noticed any changes in the local market after U.S. private jet company Net Jets, which operates on the fractional ownership model, announced its entrance to the Czech market in April this year?

It has to be said that the U.S. market is currently completely different from the European market. This is the first time we’ve seen Europe’s market react not in step with the U.S., buut in a completely different way. The American privatee aviation industry panicked, because the crisis hit stronger and faster there. There was a chain reaction and operators rolled out a huge T.V. and print campaign – seriously titled “no plane no gain”. After the crisis the U.S. operators had to accept the same idea that that we had all along; that the little details do count and operators can differentiate themselves and their services with reliability, honesty and trust.

Photo: Paul Pacey

In regards to Net Jets, they t are a huge operator and thheir service package iss indeed creative. But look at theeir latest press releasse; they’ve had to lay off 300 pilots worldwide. I perssonally think we all have to run ouur businesses in a uniquue way. Times have changed but there is still high potentiaal for those who are devoted to aviaation to find success through their experience and drive. Sometimes the “lone w wolf” attitude is contrary to the waay I’d like to be doing bbusiness, but during these times it’s necessary.

At At the the start of 2009, GJS announced a cooperation withh Czech Czech travel agencies, calling it an under-developed recently, four Czech travel lopeed travel market. But re agencies agenccies have gone bankrupt. bankru How do you think market’s changed? ket’’s potential has changed Working with travel agenccies has been a keen goal of minne in order to expand. I aam certain that when we do enouggh work to build a base and business model, there will be huge growth potential for such collaboration.

We’re working very hard to ffind the right balance and best way to cooperate. In parrticular I believe there could be a big role for the Very Ligght Jet market, which could replacce the Business Class option. If you read the news, you can see several air linees are canceling Business Class,, which I personally consider a huge mistake.

O One nee could say success means going above and beyond beyoond your peers. How do d you keep your clients and how are you gaining new ones?

I waant to keep Grossmannn Jet Service small in order

to maintain the personal touch and high stanndards of individually-tailored services. We want a maxximum of five aircrafts, any more and our company would require more staff and more rigid company poolicies, which make our vision harder to execute.

We also invest in our fleet. We are constantly im mproving the standards of our planes and we train our staff to an internationally top level. My company has many contacts worldwide which helps us stay connected to the industry in order to grow. Our company has achhieved such recognition that we are used as consultannts by firms from Asia and Africa to advise on aircraft purrchase decisions. This is, and always has been, my goal. Within the past year it happened at least twice a week thhat we got inquiries from all over the world. From that innterest we knew our idea to create the Jet Set Up Centeer was dead-on. We have two big projects in the works thhat will be realized this year, I can only mention that we will explore a completely new segment of the market in Czech Republic, which will draw on my long-term experience in a special field and connect three countries ass well.

We will also be expanding our horizon by enteringg another country’s already competitive market wheree we’ll be up against established locals. I see a big channce for us, that one will happen in December.

In a previous interview, you said “Many people in the Czech Republic saw private charter services as a luxury tool aimed just at rich people...” Do you feel that the perception of private flights has changed?

Yes, it definitely has, and to be frank it had to. I have been a champion of this idea long before anyone else, because the idea that jets are superfluous luxury is simply wrong. You get what you pay for, if you break down the costs, it’s true that you cannot have the convenience, flexibility and good service for nothing, but it is still not as expensive as many people think. It is our aim to delineate the costs savings of private jet travel.

For example, if you want to fly for three weeks to a holiday destination, and the plane has to stay there, it is expensive. In this case, private planes are very efficient and effective for last minute plans when flexibility and sudden changes are required. Within the last five years I have seen a great change in the market, it’s been to watch the growing acceptance of private jets as a costeffective and efficient business tool.

How does being a female CEO in a male-dominated industry affect your private life?

To maintain the image that people have of me, I will say this: What private life? The truth is I never speak about my private life because it is so precious to me. In fact, it’s very normal! I love my children and I love the people around me whom I trust for their honesty and reliability.

Deep down, I’m still the same girl from a village for whom 10 Kč is a lot of money.

By Soňa Stejskalová ■ český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

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interview

Dana Jurásková Minister of Health Care Photo: Vladimír Weiss

An interview with Dana Jurássková, Minister of Health Care

I Care Very Much About

the Fees Preservation in our Health Care Dana Jurásková (1961) graduated from the Faculty of Arts, Charles Universiity, in pedagogy and nursing; furthermore she received her MBA title at the University of Ecconomics in Prague and did posst-graduuate studies at the Faculty of Medicine and Dentistry in Olomouc. In 1987–2009 she worked at the Thomayer Univerrsity Hospital in Prague. She started her career as a departmental nurse of the Intensive Caree Unit, later on as the head nursee of the Clinic of Neurology. From 1996 to 2009 she was deputy manager of the nursing care. She worked as an assistant proffessor of the Institute of Theory and Practice of Nursing at the 1st Faculty of Medicine of Charrles University from 1991–1996;; later she became the head of this Institute as well. She also worked as the chairman of the ARIP section of the Czech Assoociationn of Nurses between years 1995–1996.

She was a member of the Council of the Nurrsing Care of the Ministry of Heealth Caare. Since 2001 she has worked in the Czech Association of Nurses, holding various posts and now she is the Presiddent of it. She has been the head of the General Teaching Hospital in Prague since 2009. Dana Jurásková was appointed Minnister off Health Care in May 2009.

Your start at the position of the Ministry of Health Care was rather speeded up for the need to solve possible problems emerging in connection with the swine flu pandemics. What steps have been implemented so far?

In addition to the prospected annual occurrence of acute respiratory diseases and monitoring in particular regions we have announced a selection procedure aimed at the pandemic vaccine supply. We have ensured for the increase of the amount of antiviral medication “Relenza” reserves at the same time.

At present, we have antiviral medication for about 25 percent population at our disposal. Negotiations concerning agreements on pandemic vaccine supply for ¼ of citizens of the Czech Republic are currently being held. Moreover, we gradually examine pandemic plans of particular government departments and regions and coordinate preparation for the possible pandemic emergence in the Czech Republic as well.

How many people are infected at present? Is the Czech Republic in danger of the pandemics?

201 cases of this infection have been announced (August 2009, editorial rem.). If the pandemics is really going to break out, nobody can reckon for sure.

However, a great increase of cases is certain, and all European countries, including the Czech Republic, have confirmed their incidence since the beginning of June.

You have taken over the health department at the time when the struggle of total system of health care is reaching its peak. According to you, why the reform has not been carried out yet?

From my point of view, the health care reform was prepared very well. However, its enforcement coincided with the period of not very solid governmental majority in the Chamber of Deputies and thus not sufficiently strong position towards a successful reform enforcement. Unfortunately, nor other parliamentary parties were persuaded that the reform was

definnitely needed. So, the biggest barrier for thhe future is the fact that the health care system in the Czecch Republic is always used as a means of poolitical fightt.

The reform has been de facto reduced to “fighting for fees” at present. Do you perceive the implementation of fees inevitable in the Czech health care system?

I consider the regulatory fees necessary, even thouugh there is always going to be a certain number of peopple abusing health services. I care very much abouut the fees preservation in our health care system.

The results unambiguously show that the regulatory feess have proven useful and are doing their trickk.

In this context, what direction should the future health care reform steps follow? Is it feasible to enforce the reform laws finally?

Within the framework of the pre-election diiscussions the situation looks very well, for the healthh care has become a political issue again as well as the effort to present interest in it which is omnipreesent.

In thhis respect, I am, however, very sceptical. If there is noot any strong political party being able to handle the reform, the Czech health care is not going to be reformed. On the other hand, whatever governm ment is goinng to rule, it has to ensure for money for health caree. The reform is one of the possible tools.

Could you mention what particular changes do you plan to accomplish in the health care before the early elections?

If you asked me this question in May, I would show you a relatively ambitious plan. Yet, with regard to the fact that Czech politicians showed me that theyy were not interested in patients at all, I would be very happy if thhe Chamber of Deputies passed at least two ameendments. They contain only a fragment of the reform m, the anti-crisis measures lessening the im mpact of thhe negative economic situation. I rely uponn their negootiation; however, I am aware that politicianss care

at this moment only about the pre-election struggle and not about patients. I would like to ensure for the best preparation of the Czech Republic for possible pandemics of the swine flu. It is also very important for me to improve the salaries of health personnel, primarily nurses. I would like to do my best to enforce the promised increase of their salary up to 2,500 CZK; not only at the level of faculty hospitals but in regional hospitals, joint-stock companies, private hospitals and in social care institutions as well.

You focus your professional activities on management of health care institutions and management of the quality of health care. How is the Czech Republic doing in this field in comparison with other European countries?

Professional companies dispose of figures showing that the success of the Czech health care is very big and we are able to provide for high-quality care even with limited financial means. Moreover, the health care institutions learned that the process of accreditation was a tool for better efficiency of the processes in health care and in order to demonstrate this, hospitals try to improve their services so as to get to the top. I am really very happy about it.

Unfortunately, the organization of health care is still lacking behind, primarily in the humane approach towards patients. Another big issue is the situation of the health care personnel. On the other hand, other European countries have to deal with the same difficulties.

Do you have time for yo ur hobbies? How do you relax?

I try spending the majority of time with my family and my friends. I also like to move, therefore I devote my free time to various sport activities.

By Pavlína Holancová český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

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networking/discussion event

Partners of this Round Table were ABB, Česká plynárenská, IBM Czech Republic, Kapsch Telematic Services and Oki Systems.

A special thanks to Ifield Computer Consultancy Ltd. for making this reportage possible

From left: Mgr. Ladislav Dráb, Chairman of the Board, Česká energie, a.s., Ing. Jan Fischer, Prime Minister of the Czech Republic, Ing. Karel Muzikář, CSc., President of Comenius and Barbara Frei, Country Manager ABB s.r.o.

Round Table of Comenius with Prime Minister Mr. Jan Fischer at the Hotel Pyramida The seventh “Round Table of Comenius” in 2009 took place on July 9 at the hotel Pyramida and its VIP guest was the Prime Minister of the Czech Republic Mr. Jan Fischer. The debate during the discussion dinner focused to a large extent on the Czech Presidency of the EU and the situation in which the Prime Minister took charge of the Presidency after his predecessor Mirek Topolánek. As Prime Minister mentioned one of the main characteristics of an uneasy situation of the Czech Presidency, caused by the fall of Mirek Topolánek’s government in March, was especially the pressure from media concentrated on the question of workability of the Presidency after the change of the governments. However, a question was also raised, namely by the Ambassador of Israel in the Czech Republic, H.E. Yaakov Levy, whether the position of the Czech Republic as a relatively very new member state has weakened its Presidency from the very beginning. In the end Mr. Fischer could not avoid commenting on the current economic situation at home as well as abroad. Jan Fischer praised the work of his government and particularly that of the Minister of Finance Eduard Janota. Mr. Janota, as he himself mentioned at the Round Table of Comenius on July 2, exercises great effort to implement significant cuts and savings of expenditures of the state budget despite the parliamentary unwillingness to do so.

IN PARTNERSHIP WITH IFIELD COMPUTER CONSULTANCY

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Congress Hall, Hotel Pyramida

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From left: RNDr. Ján Ftáčnik, CSc. Technical Director, OKI Systems (Czech and Slovak), s.r.o., Ing. Miroslav Tyburec, Commercial and Marketing Director, OKI Systems (Czech and Slovak), s.r.o. and Ing. Andrej Magyar, CSc., General Director, OKI Systems (Czech and Slovak), s.r.o.

H.E. Celia-Sandra Botha, Ambassador of South Africa and Wouter Hofmeyr Zaayman, Counsellor, Embassy of South Africa Dr. Ing. Ján Fabián, Development and Strategy Director, Deputy Chairman of the Board, OKD, a.s.

From right: Pavel Šubrt, Public Service Projects Director, Accenture s.r.o., Jana Budíková, General Manager, TCHIBO PRAHA, spol. s r.o., Ing. Miroslav Příkop, General Director, CIMEX INVEST a.s. and Ing. Jitka Čiháková, General Director, Prague Investments Corporation, s.r.o.

From left: Tomáš Zeman, CEO, ZENOVA services s.r.o. and Ing. Stanislav Beneš, Consultant, ČD – TELEMATIKA a.s.

From left: Michal Procházka, Director Avanti and Mgr. Milan Hradický, Member of the Board, IMG a.s.

From left: Benke Aikell, your Publisher, H.E. Peter Brňo, Ambassador of Slovakia, H.E. Yaakov Levy, Ambassador of Israel and MUDr. Barbara Taušová, CEO, CANADIAN MEDICAL CARE, ČR s.r.o.

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networking/discussion event

Ing. arch. Petr Svoboda, Architect, KMS Architects spol. s r.o.

From left: H.E. Yaakov Levy, Ambassador of Israel, Ing. Jiří Zapletal, Chairman of the Board and General Director, ŠKODA POWER a.s.

Doc. Ing. Štěpán Jurajda, Ph.D., Director, CERGE-EI

From left: Pavel Hlinka, General Director, Orea Hotels a.s., Ing. Miroslav Příkop, Chairman of the Board and General Director, Cimex Invest, a.s. and Mr. Martin Gerstman, General Manager, Hotel Pyramida

Mrs. Renata Telínová, Chairman of the Board, scanservice a.s. and Ing. Jan Fischer, Prime Minister of the Czech Republic

From left: Richard Boura, Product Field Operations Director, IDS Scheer ČR, s.r.o. and Pavel Šubrt, Accenture Central Europe B.V.

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IN PARTNERSHIP WITH IFIELD COMPUTER CONSULTANCY

From left: Ing. Karel Černý, Commercial Director, Kapsch Telematic Services spol. s r.o., Ing. Jaroslav Straka, Kapsch Telematic Services spol. s r.o., Ing. Karel Feix, Managing Director, Kapsch Telematic Services spol. s r.o. and Ing. Karel Muzikář, CSc., President of Comenius

IN PARTNERSHIP WITH IFIELD COMPUTER CONSULTANCY

From left: RNDr. Ján Ftáčnik, CSc. Technical Director, OKI Systems (Czech and Slovak), s.r.o. and Tomáš Míka, IT Manager Comenius

networking/discussion event

From left: Ing. Jan Oberman, CEO, KORADO CONSULTING s.r.o. and Tomáš Zeman, CEO, ZENOVA Services s.r.o.

From left: H.E. Peter Brňo, Ambassador of Slovakia and Benke Aikell, your Publisher

Jana Budíková, General Director, TCHIBO PRAHA, spol. s r.o. and Dr. Petr Hanzlík, CEO/Managing Director Olympus C&S spol.s.r.o.

From left: Ing. Pavel Franěk, Director of Tourism Development Programme Department, Ministry for Regional Development and Tomáš Cikán, Owner, ESO Travel

Jan Vítů, Managing Director, DŐLLKEN

Barbara Frei, Country Manager ABB s.r.o., Lucie Jandová, Manager PR & Marketing, ABB s.r.o. and Jiří Zapletal, Chairman of the Board and General Director, ŠKODA POWER a.s.

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networking/discussion event

A special thanks to Ifield Computer Consultancy Ltd. for making this reportage possible

From left: Ing. Andrej Babiš, General Director, AGROFERT a.s., Ing. Pavel Kováčik, Member of Parliament of the Czech Republic, Ing. Eva Trotter, Member of the Board, PEM-INVEST, a.s. and Ing. Karel Muzikář, CSc., President, Comenius

Round Table of Comenius with Mr. Jakub Šebesta, Minister of Agriculture of the Czech Republic at the Top Hotel

Despite the fact that the Round Table took place shortly after the Constitutional Court put hold on the date of the early elections the debate during the discussion dinner focused predominantly on agricultural issues and the resort of agriculture. Mr. Šebesta used the opportunity for voicing out his strong support for the project of “milk for school children” aiming to make use of the milk overproduction by subsidizing healthy eating at elementary state schools. Since top representatives of other agricultural institutions and leading companies such as the Agrarian Chamber of the Czech Republic, the Agricultural Association of the Czech Republic, Agrofert and Agrotrade were present at the discussion dinner, the debate was open and also very opinionated. General Director of Agrofert, Mr. Andrej Babiš exchanged sharp opinions not only on the state of agriculture but also overall on the state of Czech and Slovak economies and their destinies within the EU. Other significant participants included Mr. Miroslav Toman, former Minister of Agriculture and current President of Agrotrade, Mr. Jan Wiesner, President of The Union of Czech Production Co-operatives, and Mr. Svatopluk Sýkora, General Director of Lesy ČR.

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From left: Ing. Jakub Šebesta, Minister of Agriculture of the Czech Republic and Benke Aikell, your Publisher

IN COOPERATION WITH LEADERS MAGAZINE

networking/discussion event

From left: Jiří Zelenka, Chairman of the Board, Agricultural Cooperative Society Krasna Hora, Ing. Josef Rada, General Director, Civil Aviation Authority of the Czech Republic and Mrs. Tereza Fajtlová

From left: Radovan Sitař, Publisher, Parlament, vláda, samospráva Magazine and Mgr. Rudolf Musil, Managing Director, Parlament, vláda, samospráva Magazine Mgr. Petr Fajtl, Director of Planning and Development Division, Air Navigation Services of the Czech Republic

From left: Ing. Pavel Dvořáček, Chairman of the Board of Directors, General Director, Rudolf Jelínek, a.s. and JUDr. Ivan Kozel, Vice Chairman of the Board of Directors Agrotrade, a.s.

From left: RNDr. Daniela Kolejková, Director of the Authority Office, Ministry of Agriculture, Ing. Jakub Šebesta, Minister of Agriculture of the Czech Republic and Ing. Karel Muzikář, CSc., President, Comenius From right: Ing. Karel Muzikář, CSc., President of Comenius and Ing. Jakub Šebesta, Minister of Agriculture of the Czech Republic

From left: Ing. Svatopluk Sýkora, General Director, Lesy České republiky s.p., Ing. Pavel Kováčik, Member of Parliament of the Czech Republic and Ing. Andrej Babiš, Director and Chairman of the Board, AGROFERT a.s.

more photos and electronic version available on www.leadersmagazine.cz

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networking/discussion event

From left: PhDr. Ing. Ivo Klimeš, General Director, INTRUM JUSTITIA s.r.o., Benke Aikell, your Publisher and Miroslav Votruba, Sales Director, EUREST, spol. s r.o.

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From left: Milan Hradický, Member of the Board, IMG a.s. and Tomáš Čáp, Executive Vice President, Comenius From left: Jan Wiesner, President, Union of Czech and Moravian Production Co-operatives and Ing. Václav Hlaváček, CSc., Executive, ZEMKO GROUP s.r.o.

From left: Ing. Petr Hotovec, Managing Director, Zenova services, s.r.o., Jana Stikova, Vice President Czech and Slovak Market, Dresdner Bank Luxembourg and Albín Sybera Jr., Advisor to the President, Comenius

From left: Ing. Miroslav Toman, CSc., President, Agrotrade, a.s. and Ing. Jakub Šebesta, Minister of Agriculture of the Czech Republic

From left: Petr Jareš, Business & Marketing Director, Et Netera, a.s. and Tomáš Míka, Comenius

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From left: Jan Tašek, Executive Director and Owner, ASE s.r.o., PhDr. Albín Sybera, General Director, Sybera Enterprises spol. s r.o., Stanislav Beneš, Consultant, ČD-Telematika and Jan Vítů, Executive, DŐLLKEN

IN COOPERATION WITH LEADERS MAGAZINE

From left: Ing. Martin Šebestyán, First Deputy Director, State Agricultural Intervention Fund and Ing. Bohumil Belada, Vice President, Agrarian Chamber of the Czech Republic

networking/discussion event

From left: Ing. Miroslav TOMAN, CSc., President, AGROTRADE, a.s. and Ing. Pavel Kováčik, Member of Parliament of the Czech Republic

From left: Jaroslav Faltýnek, Member of the Board and Director of Agricultural Division, Agrofert a.s. and Miroslav Toman, President, Food Chamber of the Czech Republic

From left: Ing. Vladimír Krchov, Ph.D., Manufacturing Director, Lesy České republiky s.p., Ing. Svatopluk Sýkora, General Director, Lesy České republiky s.p., PhDr. Jitka Věková, Personal Director, Lesy České republiky s.p. and Ing. Michal Gaube, Economic Director, Lesy České republiky s.p.

From left: Petr Smutný, Counsellor for the Environment and Agriculture, Pilsen Region and Miroslav Jírovský, President of Agricultural Association of the Czech Republic From left: Karel Pilčík, Chairman of the Board, MP Krásno, a.s. and Ing. Vladimír Dohnal, Chairman of the Board, TOP Hotels Group

From left: Jan Wiesner, President, Union of Czech and Moravian Production Co-operatives, Ing. Vladimír Dohnal, Chairman of the Board, Top Hotels Group a.s. and Ing. Karel Muzikář, CSc., President, Comenius

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A special thanks to Ifield Computer Consultancy Ltd. for making this reportage possible From left: Karel Janeček, PhD., CFO & Member of the Board of Directors, RSJ Invest, a.s., Ing. Miroslav Kalousek, Founder of TOP 09 and Ing. Karel Muzikář, CSc., President of Comenius

Round Table of Comenius with Mr. Miroslav Kalousek, Founder of TOP 09

The ninth Round Table of Comenius in 2009 took place on September 15 at the TOP Hotel Praha and was in many respects very exceptional. The VIP guest was a former Minister of Finance and the founder of a new political party TOP 09, Mr. Miroslav Kalousek, and the great interest in the discussion dinner made it the largest Round Table Comenius has ever organized. Mr. Kalousek began with a lengthy but very succinct overview of the TOP 09’s election program. He nevertheless faced immediate criticism from Mr. Tomáš Březina, Chairman of the Board of BEST and the Czech Businessman of 2008, for having a very good but to an average voter incomprehensible program. This opened a hotly debated issue of overly populist tendencies of major political parties such as ČSSD but also ODS.

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From left: Mgr. Petr Fajtl, Director of Planning and Development Division LNS, Air Navigation Services of the Czech Republic, Mrs. Tereza Fajtlová, Ing. Jan Klas, General Director, Air Navigation Services of the Czech Republic and PhDr. Ing. Ivo Klimeš, General Director, INTRUM JUSTITIA s.r.o.

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From left: Vladimír Dohnal, Chairman of the Board, TOP Hotels Group, Roman Mužík, Managing Director, AVE CZ Odpadové hospodářství, Dana Bérová, former Minister of Informatics

From left: Ing. Andrej Babiš, General Director, AGROFERT a.s. and Luděk Peleška, Chairman of the Board, VIAMONT a.s.

Albín Sybera jr., Advisor to the President of Comenius and Tereza Fendrychová, Project Manager, Comenius

From left: Benke Aikell, your Publisher and Ing. Pavel Řežábek, Executive Director and Member of the Bank Counsel, ČNB (Czech National Bank)

From left: Tomáš Čáp, Executive Vice President of Comenius, Miloslava Procházková, Co-Owner, AVANTI and Jiří Vacek, Co-Owner, AVANTI

From left: Pavel Hlinka, General Director, OREA Hotels, Eva Trotter, Member of the Board, PEM-Invest and Jan Tlapa, General Manager, TOP hotel Praha

more photos and electronic version available on www.leadersmagazine.cz

From left: Karel Janeček, PhD., CFO & Member of the Board of Directors, RSJ Invest, a.s., Monika Vondráková, PR & Marketing Manager, RSJ Invest, a. s. and Ing. Karel Muzikář, CSc., President of Comenius

networking/discussion event

From left: Zbyněk Eiselt, General Manager, Chairman of the Board, TietoEnator Consulting, a.s., Stanislav Beneš, Consultant, ČD-Telematika and Ing. Jan Přerovský, General Manager, Chairman of the Board, Asseco Czech Republic, a.s.

From left: Doc.Ing. Jindřich Ploch, CSc., Director, LOM Praha, s.p. and Václav Irovský, Director of the Branch Office, LOM Praha s.p., o.z. VTÚLaPVO

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From left: Ing. Drahomír Ruta, General Director and Chairman of the Board, PRE and Ing. Tomáš Březina, Chairman of the Board, BEST, a.s.

From left: Alessandro Pasquale, General Director & Member of the Board, Karlovarské minerální vody a.s., Ing. Karel Muzikář, CSc., President of Comenius and Antonio Pasquale, Chairman of the Board, Karlovarské minerální vody a.s.

From left: Ing. Karel Muzikář, CSc., President of Comenius and Ing. Miroslav Kalousek, Founder of TOP 09 JUDr. Vladimíra Glatzová, Advocate, Glatzova & Co. and Ing. Karel Muzikář, CSc., President of Comenius

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IN PARTNERSHIP WITH IFIELD COMPUTER CONSULTANCY

From leftt: Luděk Peleška, Chairman of the Board, Viamont, Eva Trotter, Member of the Board, PEM-Invest, Martin Žáček, Chairman of the Board & General Director, Uniqua ČR

IN COOPERATION WITH LEADERS MAGAZINE

networking/discussion event

From left: Jiří Krejča, Chairman of the Board, General Director, G4S Security Services (CZ), a.s., Mgr. Radek Pokorný, Senior Partner, Pokorný Wagner & spol. and Michal Donath, General Director, DONATH-BURSON-MARSTELLER s.r.o.

From left: Ing. Miroslav Kalousek, Founder of TOP 09 and Benke Aikell, your Publisher

Zdeněk Čáp, PhD., Managing Partner, Equity Solutions s.r.o.

From left: Mgr. Radek Pokorný, Senior Partner, Pokorný Wagner & spol. and JUDr. Ing. Miloslav Ludvík, Director of Motol Hospital with wife

From left: Jan Vítů, CEO, DŐLLKEN and Ing. Jiří Uklein, PhD., Director, Úřad práce Brno-Město

Mr. Michal Procházka, Director, Avanti

From left: Igor Kocmanek, Consultant, Jan Tašek, CEO and CoOwner, ASE, s.r.o., Stanislav Beneš, Consultant, ČD-Telematika, Ing. Karel Muzikář, CSc., President of Comenius, Ing. Dana Bérová, Business Development Director KPC-GROUP, s.r.o. and Ing.Tomáš Březina, Chairman of the Board, BEST, a.s.

Mrs. Kateřina Janstová pointed out how much of an obstacle will be for TOP 09 to succeed in the post-poned elections in May which in all likelihood will end up being the “new” election date. Mr. Andrej Babiš, on the other hand, expressed his deep concerns over the media culture in the Czech Republic and used an example of himself, who, as one of the largest tax payers in this country, is nearly unable to meet any politicians in public because of subsequent media speculations over the corruption chances at such meeting. Other 77 7 significant participants included former Minister of Informatics Ms. Dana Bérová or Chief Executive Director and Member of the Czech National Bank Board Mr. Pavel Řežábek.

Brno, the City of the Future

We Are Working on It The warm summer months in Brno were traditionally acccompanied by a rich cultural program; however, even the builders were busy with big construction projects.

Photos: Archive

What was going on in the field of culture?

Again this year, Brno’s Summer of Culture offered its admirers a wide range of music and theatrical events. Traditionally, the great courtyard of Spilberk Castle welcomed the 10th year of Brno Shakespeare Days which presented a total of five productions by the King of Drama with sold-out audiences. These moving stories of life were followed by the International Music Festival Spilberk 2009, entitled “All the best for the anniversary”. The festival was also held at the great courtyard of the castle and offered five concerts of symphonic music under the baton of the new director of the Brno Philharmonic Orchestra, Aleksandar Markovič, While Spilberk was ruled by open air classics, the New Town Hall was dominated by guitar virtuosos performing at the 18th International Guitar Festival Brno of 2009.

Among the remarkable cultural events of August, there was also the traditional Day of Brno which is connected to an important historical event – the siege of the city by the Swedes and the final victory of the people of Brno. The celebration of the Day of Brno took place in the city streets, offered an atmosphere of the time, battle recon-

structions as well as the march of soldiers that attracted great attention from citizens and visitors. The beginning of the new school year brought the International Festival of Street Theatres “Performing on the Stage, Cobbles and Grass” to the city streets. Spectators could meet with magicians and actors for the eleventh time.

We need to fix it This summer was marked by extensive construction activities, both in progress and preparation. Financial resources ascending to 110 million Czech Crowns were required for the reconstruction of stage tables at the Janáček Theatre, which allowed the stage to tilt, go up or create a large sink.

Moreover, on 17th June, experts gathered at the New Town Hall in Brno to discuss the reconstruction of the Tugendhat Villa. “The conference opened the space for an exchange of expert opinions on the commencement of the Tugendhat Villa reconstruction,” stated the Mayor of Brno, Roman Onderka. The participants at the end of the conference agreed that it is necessary to establish an expert committee which would supervise the reconstruction.

As far as the traffic flow in the second largest city of the Czech Republic is concerned, the completion of the Husova Street reconstruction was eagerly awaited this summer. Due to construction works, the traffic was interrupted there at the end of June 2008; the new tarmac covers new sewer systems, water pipes, service connections and 780 m of tram rails. New traffic islands and pavements in Husova and Pekařská Streets are part of the construction. The grand opening of this communication took place at the end of August with a street festival with majorettes, a Czech police mounted unit and historical trams.

In addition the hockey hall Rondo underwent its first reconsstruction phase and is ready for its extra league premiere. This multi-purpose hall is now ready for the second phase of modernization and within building completion will be in full operation for hosting sport events.

Construction activities still go on Constructioon activities in the city centre will continue alsoo in the upcoming months. Another important traffic artery is to be reconstructed – Joštova Streeet stretching from the Red Church all the way to the Moravian Square. Indeed, the works aree necessary in many places, since the sewer syystem is in some places more than one hunndred years old. The construction of a multi-stoorey car park which can solve the lack of parkinng space in the city centre will be launched in the upcoming months; Vegetable Market should also change its appearance in the future. Aff ter several years of hopes and expectations, thhe citizens and visitors of Brno will finally be ablee to visit the first parts of the historical undergrouund of Brno.

Constructioon works on the Brno railway hub are also inteensively under way. “Strategically, this action is the most important development in the modern history of the city,” emphasized the Mayor of Brno. The monumental construction offers an integrated solution to transport issues in Brno and reeaches over all spheres and areas as the construction of a new city district, the ‘South Centree’, which is part of the project.

By Roman Onderka Mayor of the City of Brno Square of Liberty, 360° Photo: istudio

Brno, město budoucnosti – Pracujeme na tom Kam za kulturou?

Brněnské kulturní léto připraavilo pro své příznivce i letos opravdu širokou ppaletu hudebních a divadelních programů. Jižž tradičně přivítalo velké nádvoří hradu Špilberk Brněnské shakespearovské dny, které v rámci svého 10. ročníku představily před vypprodaným hledištěm celkem pět inscenací nekkorunovaného krále dramatu. Pohnuté životní příběhy vystřídal následně opět na velkém nádvoří hradu Špilberku Mezinárodní hudební festtival Špilberk 2009, který s podtitulkem K výroočí to nejlepší přinesl pět koncertů symfonickéé hudby pod taktovkou nového uměleckého šéfa Filharmonie Brno Aleksandra Markoviče. A zatímco na Špilberku vládla pod širým nebem m klasika, sál Nové radnice byl doménou kytarových géniů na 18. Mezinárodním kytarovém festiivalu Brno 09.

Mezi důležité kulturní akce měsícce srpna patřil také tradiční Den Brna, který je sppojován s historicky významnou událostí oblléhání města Švédy a konečným vítězstvím Brrňanů. Oslavy Dne Brna probíhaly v ulicích měěsta v dobové atmosféře s volnou rekonstrukcí bbitev, pochodu vojáků a pozornosti občanů a návštěvníků.

Počátek školního roku pak přinesl ddo brněnských ulic mezinárodní festival pouličnícch divadel Na prknech, dlažbě i trávě – letos se ddiváci s kejklíři a herci potkali již po jedenácté.

Musíme to opravit I letošní léto bylo ve znamení rozsáhlých stavebních akcí, jak právě realizzovaných, tak Spilberk Castle Photo: Miloslav Bouška

Horké letní měsíce letošního roku byly v Brně provázeny již tradičně pestrou nabídkou kulturních akcí, ale i stavbaři měli vzhledem k velkým stavebním projektům skutečně plné ruce práce.

i těch teprve připravovaných. Finanční prostředky ve výši 110 milionů korun si vyžádala např. rekonstrukce jevištních stolů v Janáčkově divadle, díky nimž se může jeviště naklánět, vysouvat nahoru nebo naopak vytvořit velké propadliště.

Do Brna se také sjeli odborníci, kteří 17. června diskutovali na Nové radnici o obnově vily Tugendhat. „Konference byla prostorem pro odborné názory na zahájení rekonstrukce vily Tugendhat,“ uvedl primátor města Brna Roman Onderka. Účastníci konference se na závěr shodli na nezbytnosti ustanovit expertní komisi, která se bude věnovat průběhu oprav.

Velmi očekávanou událostí léta bylo z pohledu dopravní průjezdnosti druhého největšího města České republiky ukončení rekonstrukce ulice Husovy. Zde se provoz z důvodu stavebních prací zastavil na konci června 2008 a nový asfaltový koberec nyní zakrývá jak novou kanalizaci, vodovody a přípojky, tak i 780 m tramvajových kolejí. Součástí stavby jsou i nové nástupní ostrůvky a chodníky v Husově a Pekařské ulici. Slavnostní otevření této komunikace proběhlo koncem měsíce srpna v rámci pouliční slavnosti s mažoretkami, jízdním oddílem Policie ČR a historickými tramvajemi.

První fází rekonstrukce prošla a na svou extraligovou premiéru je připravena i hokejová hala Rondo. Tato víceúčelová hala bude nyní kromě sportovních klání za plného provozu absolvovat i druhou fázi své modernizace a dostavby.

Stavební ruch stále neutichá Stavební ruch v centru města neutichne ani v následujících měsících. V plánu je totiž rekonstrukce další důležité dopravní tepny, a to ulice Joštovy od Červeného kostela až po Moravské náměstí. Na mnoha místech jsou práce již totiž skutečně nezbytné, neboť kanalizace je místy stará i více než 100 let. Zahájení výstavby parkovacího domu, která by částečně pomohla vyřešit nedostatek parkovacích míst v centru města, je také otázkou několika měsíců a svou podobu v budoucnu změní i Zelný trh. Po několika letech nadějí a očekávání se v průběhu příštího roku také obyvatelé Brna a návštěvníci dočkají zpřístupnění prvních částí brněnského historického podzemí.

Stavební práce mohutně pokračují také při přestavbě železničního uzlu Brno. „Tato akce je pro Brno strategicky nejvýznamnějším počinem v novodobé historii města,“ zdůraznil brněnský primátor. Monumentální stavba přináší komplexní řešení dopravní problematiky v Brně, ale současně zasahuje do všech odvětví a oblastí, neboť součástí projektu je i výstavba nové městské čtvrti Jižní centrum.

Roman Onderka primátor statutárního města Brna

An interview with Ivana Ulmanová, C Chairwoman of the Board of Directors of the Automotodrom Brno joint-stock company

BUSINESS ON THE RACETRACK Sponsoring and Corporate Events as Targeted Marketing

Ivana Ulmanová was born on 1 September 1962 in Prague. She majored in pedagogy at university, with miinors in Russian and psychology. She left the teaching profession when she became an assistant to Karl Abraham, who, alonng with his partners, purchased Automotodrom Brno. In 2006 Ulmanová was named director of the Masaryk Circuit and the chairr woman of the board of directors of Automotodrom Brno a.s. Management underwent a complete change under her leadership, and the Brno Grand Prix was awarded for best Grand Prix organisation by IRTA for the third time. Ivana Ulmanová has a son and a daughter.

What brought you to the racetrack in Brno and what is your relationship with racing in general?

My father was an amateur motocross racer and a lover of engines. As a child he would take me to flat track or motocross races. We would regularly go to Hořice to watch the “little bees,” as we called the motorcycles at home. But I was thirty before I went to the Masaryk Circuit as a regular spectator for the first time. It wasn’t until I went to work for Karl Abraham that I entered the world of motorcycle sports as a member of the racing team. Being involved in racing is something like a drug: once you get a taste of the speed and adrenaline, it’s hard to give it up. It’s great work and a hobby at the same time. So, you’re constantly working. I like Photo: Libor Zhoř

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Leaders Magazine V/2009

going fast, but only in a car. I feel safe inside; I’m very uncertain on two wheels. When I drive around the grounds on a scooter I have the feeling that I’m a danger to everyone around me.

There are reports in the press daily about how people are cutting back on spending for culture and sports and other forms of entertainment.

Have you seen a drop in attendance at the Brno Circuit and at individual events, or in the willingness of sponsors to support you?

We’ve enjoyed a trio of events with the highest attendance, and in some cases these were even more successful than the previous year. These are the most prestigious events in Central Europe; attendance at MotoGP alone was over 200,000.

Spectators came from alll over the world, which is proof of the fact that our races are high quality and prestigious. Motorcycle raacing fans have stayed with us despite the economicc crisis and are breaking down cultural barriers. But naturally the crisis has been felt somewhat, though not in the number of spectators; lower ticket prrices have resulted in lower revenue. It bothers me a lot that the government acts a bit harshly toward this event, or racing events in general. Racing is extreemely popular in the Czech Republic and has a veryy rich history. So for now I have to say that we weere forced to finance the championships this year without state support. But I shouldn’t leave out the roole that the South Moravian Region and the City of Brno have played. Without the

support and interest of Regional President Hašek and Brno Mayor Onderka it would have been very difficult to get on the calenndar for the Road Racing World Championship Grand Prix. We have a tough task ahead of us in trying tto land a sponsor for next year’s championship racess. On one hand we don’t want to deprive our fans of o this spectacle; preserving the high standard of our o circuit requires having a number of world championships or other prestigious races on the calenndar. Otherwise, foreign clients won’t come and thhe circuit will slowly but surely become one of onlyy local importance. Today the circuit is one of the besst in the world.

Have you registered a change in the behaviour of your trading partners?

The team of people in ouur company that manages marketing and sales always takes an individual approach to each partner and tries to put together an offer tailored to their sspecific needs. This approach has paid off for us over the years. We have a strong base of distinguished partners that have remained loyal to us at a time when the majority of companies are slashing ppromotional expenses in this economic crisis. Whenn we hold talks with these partners they often tell us that their cooperation with us pays off for them – that t thanks to us they are visible to the general public and their trading partners. This is something oof critical importance in times of a recession.

On the track, be it duringg races or private events, we offer the possibility of experiencing something exceptional – something thhat event agencies do not commonly offer. Tradition and strong media publicity is what we can offer to our ssponsors. Races, adrenalin, fast bikes, famous rideers and beautiful women are the media attraction that is key in sponsoring.

Each client that takes a ridee around the circuit, either at a recreational pace or nearly at racing speed, longs to do it again. After aall, even a simple ride on the track is something increedible.

What are your trading partners looking for?

Has this changed in this period of economic crisis? Are you always able to fulfil your partners’ wishes?

Our advantage is the allure of a racing environment, VIP guests, very sttrong media attention – races are regularly watchedd by millions of television viewers in this country andd abroad. We also boast high attendance (over 5000,000 spectators attend races at the Brno Circuit eaach year), strong tradition and years of experience.

We are able to offer ouur trading partners rides in race cars, custom corpporate events with their clients; our partners can watch w the races from the VIP lounge and get close tto drivers they previously knew only from television or the pages of magazines.

The circuit is exceptional inn that it offers adrenaline, emotion, speed and businness all wrapped in one.

Trading partners that comee to the grounds often use our mini-bike track for meeeting with clients; here they can enjoy a go-cart ride r at a swift pace. The grounds also include a goolf course. While this is

not a facility that we personally manage, it is still a pleasant side activity. After all, how many golf courses allow you to watch drivers on practice runs as you walk to your next shot?

And naturally we shouldn’t forget the highly popular in-line skating we offer the public right on the track. We also offer a driving safety school. The majority of accidents on public roads are caused by young and inexperienced drivers that overestimate their skills. A professional driver teaches students at the Brno Circuit how to handle crisis situations in a car or on a motorcycle. More experienced drivers can test their skills in their own cars on open days without having to fear that they will hurt themselves or others. Hundreds of beginners attend the highly popular driving course each year, not to mention drivers who just come for a ride on the track, which, after all, is safer than the public roads. I strongly recommend this course to all motorcycle owners.

Anyone can buy a motorcycle, but knowing how to drive one safely is a true art.

What changes await your firm in 2010?

The calendar for next year is in the final stages of preparation, but I can already state that it is packed with exciting events. The Brno Circuit relies on prestigious events that have a direct impact on attendance levels. Fan support, which has different dimensions here than abroad, also plays an important role. The research we regularly have conducted shows that we enjoy greater renown and have a stronger image abroad than here in this country. We have therefore decided to focus more on our business and marketing strategy for brand awareness on the Czech market. As part of our Corporate Social Responsibility policy we will also begin to support independent and non-profit projects.

I was interested in what you had to say about your fan base and the perceived image. How do you explain the differences here in this country and abroad?

The foreign market is more advanced and people abroad spend more money on their hobbies and entertainment; they are more inclined to support their native favourites and athletes. An important part of their decision to attend races is tied to the event’s prestige, recognition, the participants and racers, as well as the media attention devoted to the event. We easily meet these criteria – we belong among the top in Europe and the world. What’s more, our ticket prices remain affordable for foreign fans. Czech fans want an attractive race with the best riders in the world, but are still sensitive and less flexible to the price of admission.

The calendar is nearly complete – what can we look forward to in 2010?

There are a great number of events at the Brno Circuit, and there is something for everyone to enjoy.

The most popular events include the Road Racing World Championship Grand Prix Czech Republic, the World Touring Car Championship (WTCC) and the Superbike World Championship (WSBK). We are negotiating with the promoters of FIA Grand Turismo,

the popular Le Mans and Renault series. These races feature the very best of the automobile and motorcycle industry. Our calendar also includes classic memorials and championships. In addition to races, the circuit is also rented out mainly to foreign motorcycle clubs; there are also test days for automobile and motorcycle racers, and businesses host presentation events connected with rides on the racetrack. We have opened a new off-road track for the general public to test the limits of their vehicles.

We are open to new offers and innovations, and are therefore preparing new projects for our trading partners and the general public alike. But since these are still in the planning phases, I would prefer not to talk about them just yet.

It is common for tracks to be utilised for nonracing activities elsewhere in the world?

It definitely is not a common thing. Some circuits, for example the Sachsenring in Germany, are only in operation a few days a year. You certainly wouldn’t have the opportunity to take test drives on that circuit. Our goal is to make the Brno Circuit a place that people visit regularly, not just as spectators on race days. We believe that while not everyone is born a racer, at least we can offer regular people the opportunity to experience a few laps around the track.

This is why we organise test rides, a driving school and even the non-racing activities I’ve already mentioned.

One final question that would interest all racing fans. When will F1 come to Brno?

There is great interest in this country in F1, but people still don’t fully appreciate the two top world motorcycle championships held here. It’s questionable whether F1 could be held here in the local conditions. Just getting on the F1 calendar is enormously expensive; we definitely couldn’t afford to pay for it with our own resources. I would advocate the use of state money for such an event. It would also be necessary to find a strong partner that could afford to fill the role of main sponsor. Even finding a date on the calendar would be a challenge. There are many perfectly equipped racetracks throughout the world that are waiting for room on the calendar. And then I’m not sure that spectators are willing to pay an average CZK 5,000 for a ticket. Obviously, modifications to the racetrack would play an important role. Certain safety zones would be unacceptable for F1. Racetrack safety is the top priority! The fact that these races are financed partially from the state coffers abroad is a disadvantage for us. And ticket receipts are just a drop in the revenue bucket.

But I am convinced we could manage race organisation very well, thanks to our years of experience and knowledge of the environment. For now let’s be glad and proud of the fact that we have world motorcycle championships. František Šťastný would certainly be delighted!

Compiled by LM český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

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interview Miroslav Hudek legendary Maitre d´Hotel of the Hotel Palace Prague Photo: Vladimír Weiss

An interview with Miroslav Hudek, legendary Maitre d´Hotel of the Hotel Palace Prague

GOURMET OR GOURMAND? Working at the Hotel Palace Prague Is for me Something Like Acting in the National Theatre

You have been working in the Hotel Palace Prague already for twenty years. Was it your first experience in this field?

No. But in my whole life I have had actually only three jobs. I got my first training in the hotel Park Hotel in 1970.

It w was as the the las lastt mo mode dern rn wor world ld, wh wher eree ev ever eryo yone ne wen wentt. As As an apprentice I met many sportsmen there, e.g. Ondřej Nepela or Ivan Lendl. Afterwards I went to study at the Hotel School and after finishing it I stayed in the Park Hotel for about another ten years. I decided to make a change in 1988. At that time, Hotel Fórum was opening and I started to work at its restaurant “Harmonie” (Harmony). It was a be beau autitifu full wo work rk, ye yett th thee ho hote tell ititse selflf was was qui quite te big big for for me m e.

I wanted to work in a rather more intimate environment.

Then I was proposed to work in the Hotel Palace Prague.

What did attract you the most?

It is a beautiful building styled with the Wiener Art Nouveau. The Hotel was for the first time opened on 21st April 1909 and became actually one of the first Grand Hotels in Prague. However, only a facade remained from the original in the end of the century. After a total reconstruction it was re-opened on the 29th September 1989 and so a new chapter of the Hotel Palace Prague started to be written. Thus, we are celebrating two important anniversaries, one hundred years from the opening and twenty years from the re-entry. I remember it as it was today when I could hardly get to my work because of the crowd in November 1989, where everyone held a key in his hand and rang. It was an amazing time.

What was the atmosphere of a restaurant at the time just after the revolution in 1989?

Immediately after opening the attendance was immense. Al Also, tthhe markkett was nott satturattedd att th thatt titime.

Perhaps now we can not realize it but before 1989 revolution restaurants were opened only from Monday to Friday and primarily for foreign clientele. If a person wanted to get to a restaurant, he had to call a friend in order to book a place. I remember that shortly after the opening we did hundred d d to hund h dredd ttwenty t di dinners per niight ht. A greatt emphasis was stressed on the guest’s elegant dress from the very beginning as well. A tie was a must for men.

How was your clientele?

Prague was and still is a great attraction for clients. We were receiving really rich clientele from the very beginning.

Within Prague’s Spring or Prague’s Winter festivals our Hotel received almost aristocratic clientele from France.

The Hotel was visited by famous people as Bob Dylan; Louis Armstrong; Jacqueline Onassis Kennedy as well.

Immediately after 1989 revolution also Mick Jagger with Rolling Stones was here. They booked the whole hotel at that time. Rafael Kubelík was here; he liked quietness and therefore th f lookkedd for f thi this place. l I lik like very muchh recalllliing Gina Lollobrigida; Alan Alda; John Malkowich; Isaac Stern andd many oth thers as wellll.

What is your role?

I have been working at the position of Maitre d´Hotel from the beginning. I am head of the restaurant; I manage its operation, the whole team and mainly take care of the satisfaction of the guests. Basically, I am here to spoil our

clilients, t tto be att theiri di disposall ffrom th the wellcome to tthheiir farewell, in order to comply with all their wishes. So, clients like to come back to us. Also, I am rather an introvert, but when I am on the floor, I am an actor. And most importantly, my work is about a sufficient care. I think that it is actually nott im no impo port rtan antt if yyou ou sser erve ve ffro rom m ririgh ghtt or llef eftt ha hand nd, th thee cr cruc ucia iall thing is that the client needs to feel the human approach.

However, offer and service in any way have to be adapted to the market. The Hotel Palace Prague has certainly experienced some development.

Yes, of course. There is a much bigger competition in our field and the clientele has been changing constantly as wellll. Th we Thee Ho Hote tell is m man anag aged ed bbyy th thee Au Aust stririan an ccom ompa pany ny VVie ienn nnaa International Hotelmanagement AG G at the present time.

The resident manager, Mr. Kai A. Winkler is German and worked among others in the Hotel Sacher in Wien. This mentality is very close to me. Thus, this Hotel guarantees not only tradition and hospitality, but a luxurious option as well. It underwent its last reconstruction during the years 2006-2007. Our new and luxury apartments are certainly top of the market. We have rooms with own saunas or rooms overlooking Prague’s Castle or to Prague’s State Opera building. Besides the traditional and the international kitchen, our guests can find here a large selection of archive wine from Austria.

On one hand, everybody likes to visit Prague, but on the other hand people keep complaining about the service very often. How do you explain sometimes rather low quality service provided in the Czech Republic?

I have the feeling that everybody wants primarily to make a fortune and less to do something for the client. You know, one cannot get rich in the gastronomy. It is a great job to workk in i serviice butt nott ever ybbody d can do itit. ItIt concerns th t he fact that one has to assist the other, behave decently, etc., when being at service. However, I can enjoy it really immensely. Moreover, in times of modern technologies, one can read client’s evaluation on quality of provided services on internet. We go along very well in this respect.

How does the Hotel’s restaurant differ from the other restaurants available in the local market?

We offer gastronomy of experience. The Client coming to our Hotel should above all come to enjoy his meal. Even in times before the 1989 revolution we were offering e.g. caviar from Persia, fresh lobsters, crayfish, smoked salmon, Balik smoked in Swiss Alps. The offer was obviously all the time changing, partly owing to the fact that it has increased both the number of international clients and people making business in the Czech Republic in the last few years. Yet we have always been great at our crispy duck. It is well-known both in Moscow and New York. Talking about it, I have already served several Lorries of ducks after twenty years (l(laugh) h). TThhe preparatition remains i tthhe same allll th the titime, th thiis is a big tradition. The portion itself is very rich; the duck is removedd from tthhe bbones, adequat d telly preparedd with ith crispy i skin, cabbage is two-coloured and served with various kinds of dumplings.

What else, according to you, distinguishes a good restaurant from the bad one?

It should primarily serve good quality raw materials

andd consumabl bles besid ides th the alre l ady d mentitionedd care. It should be always fresh; in essence, it should have to be largely used local products and mainly seasonal things.

Once you see the menu with an offer of one hundred dishes in a restaurant, forget about the quality. Rather have there fifive ve dis dishe hess bu butt frfres eshh on ones es. Th Ther eree ar aree tw twoo ki kind ndss of cli clien ents ts – the gourmet and the gourmand. The gourmet is a man with a distinguished manner and great demands of the food, a person knowledgeable in various preparations of the dishes, it is simply the hedonist. Gourmand, on the other hand, is a man who enjoys consuming great meals in quantity. Both types are anyway alike because they find plea pl easu sure re iinn go good od ffoo oodd, oonl nlyy ea each ch ddoe oess it hhis is w way ay. An Andd go good od restaurant has to be able not only to satisfy f them but to offer something extra as well.

So could you reveal your recipe how to achieve it?

Perfect service is a must, which is rather discrete and invisible and which fits for such restaurants. Concerning gastronomy wishes they are really miscellaneous. Every day when I come to work and I ask our Chef what to recommend, what specialty may attract our clients. Such a nonverbal offer has a great success with our guests. Live music is something which attracts people definitely as well.

Clientele known for their pleasure in Czech music is coming to our Hotel very often. When I ask the piano-player piano player to play Vltava, the Japanese guests for instance stop eating. It is amazing. Even the atmosphere of the hotel reflects what kind of clients come here. Recently, we have been frequently visited by “The Honeymooners” from Taiwan. They are very nice and from time to time I talk to them in Chinese.

Your big hobbies are languages? How many do you know?

I always l llovedd tthhem andd currentltly I can speakk six i languages. Even sometimes it happens that I interpret for our clients. When I was twelve, my father sent me for an exchange stay into one German family. I was there for a month and when I returned I spoke German very well, only with an accent. Since then I have actually expressed a great interestt in sttuddyiing languages. Yet,t I have never sttudi diedd th them properly. I always managed absorbing the atmosphere of the country. I walked on marketplaces and spoke with locals. My other hobbies are travelling, cooking and gardening. I love Italy and Southern France. They are both beautiful and diversified countries where the mentality of the nation varies from region to region. And last but not least Italians talk with hands, which is really fascinating. Lately, my great hobbies are my grandchildren as well. The time spent with them is always a great relaxation. Working in Hotel Palace Prague is for me something like playing in the National Theatre. I love my work a lot.

By PPavlílína Holanco l váá The Hottell Pallace is Th i a member b off th the elit lite group Th The Leading Hotels of The World. You can find more information at: www.palacehotel.cz and www.vi-hotels.com. český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

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An interview with Petrr Korč, Chairman and Statutory Representative of thhe Association of the Czech Film Clubss

OUR MAIN GOAL IS TO PRESENT Film as Art and a Communication Instrument Petr Korč (1976) graduated from the Faculty of Finance and Accounting of the University of Economics in Prague. He was born and lives in Frýdek Místek, where he has founded and operates the Secondhand Bookshop and the Gallery Pod Svícnem www.podsvicnem.cz. He has been working as Chairman of the Film Club in Frýdek Místek www.kinovlast.cz since 2001. Together with his friends he also organizes musical and theatre festival the Sweetsen fest www.sweetsen.cz. At the same time, Petr Korč makes business in the area of web design and information technologies. In 2004, as a member of the FICC jury at the Festival in Karlovy Vary he presented the Don Quijote prize and in the following year he became a member of the Association of the Czech Film Clubs (AČFK). Petr Korč has been Chairman of the AČFK since September 2007, when he was elected for the first time.

You can find more information about the AČFK projects on: www.acfk.cz; www.lfs.cz; www.projekt100.cz.

Photo: Pavel Malůšek

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What does film mean meean to you?

I do nott consider myyself a film expert but rather a goourmet. I usedd to live at a dormitory with Ivo Annderle who is currently very actively involved in the work of Praague cinemas, the Aero and the Svěětozor, and in thhe distributive company Aerofilms. The Aero was a Mecca of film clubs at that time. We used too go there and became friends and then have worked together ever since. Thuss, the film hass actually drawn me in.

Later on, I started to be more m active in the work and managgement of the AČFK. A The orgaanization of the Summer Film School Uherské Hrradiště (LFŠ), w which has experienced a great booom recently, iss perhaps the most significant prooject of the AČFK. This eveent was founded already in the 1960ties, as a Seminarr of Film Clubs at that time. The biggest changge and progress came after 1989. At that time, film clubs searched for their new face. Thereforee the activities of both the AČFK and the LFŠ nooticeably opened up to public. Todday the Summ mer School is probably the most visible and the most significant event of the AČFKK .

Where does the uniqueness unniqqu of the LFŠ lie?

The Sum mmer School iss not and will never be a competittive festival. It is focused on the presentation of the film art inn the first place. So, it is not a fight of producers and distributors to get their moviees first into ddistribution. We prefer such premieres which preesent interesting issues and questiions. A similaar event has not been actually heeld elsewhere so far. Moreover, the basis of film m clubs movem ment itself, which makes up about 130 across thhe Czech Republic, has not been established at such level anywhere else in Eurrope with such a large membership of 20,000 people.

This year the LFŠ Š offered off a lot of Central European filmmaking. filmmakinng. According to you, by what did this topic attract atttra the viewers?

The Summer School is about discovering new things. We focused amoong others primarily on Austrian filmmaking but also on Belgian surrealism this yeear. It is because that paradoxically, both Austrian and Belgiaan film are unknown in the Czech Republic. Wee do not want just to present fam mous names inn the media but we are searching for new interesting directors, movies and issuess rather unknoown or neglected. This strategy haas had a greatt response by the audience. So, our main goal iis to present film as art and a comm munication insstrument.

Do you cooperatee with wi foreign film clubs when preparing the LFŠ LFF Š as well?

We cooperate intensiveely even in our year-long activities with the Assoociation of Slovak Film Clubs. My colleague, Petter Dubecký, who is the Chairman of the Associattion, is also the Director of the Slovvak Film Instituute. Moreover, we have set up cooperation with the Polish Association

and we are testing cooperation with the Hungarian side. Last year, we met several times and signed a certain manifesto, which laid founddations of the Central European Federation of Film Clubs. We want to assist each other, mutually recommend movies or help reciprocally with marketing activities. In this respect, it hass worked well with Slovakia. For instance, we buy the majority of film rights in advance for thhe whole territory of the Czech Republic and Slovakia, which is obviously more advantageouus.

What other projects does the AČFK organize?

Thhe Film Clubs organize several seminars duringg the year. For instance we can randomly namee the British Film Seminar and the Archive Film Seminar in Uherské Hradiště. Nonetheless, a whoole range of events across the country have been held and we try to assist them with a programme, contacts, marketing, etc. The essential role of the AČFK is to get into distribution and cinem mas the movies which are not likely to get there otherwise. Basically, besides the National Film Archive in Prague, the AČFK is the only distributtor that gets older movies to the market systematically. This idea also stood behind the fooundation of another of our projects – the itinerant exhibition of classical works of world filmm making – the Project 100.

Could you specify it?

Wee organize the Project 100 in cooperation with the Association of Slovak Film Clubs. The originnal plan, i.e. the introduction of ten films after ten years, has already been surmounted.

The project has been running for fifteen years.

Well, we found out that there are much more moviees to introduce. We want to make progress of thiss project and therefore the following years shoulld focus on particular topics of movies development. We would like to bring out for instancce the genre “film noir”. Now we are trying to find out what films to buy, where we can get the rights, copies, etc. Paradoxically, introducing a whole range of new films is cheaper than gettinng old quality films into distribution.

How many movies does the AČFK possess at present?

Aboout one hundred, which is a very interesting and attractive offer. The majority of typical distributors launch the movie, it has a lifespan duringg distribution, and then movie is finally pulledd off. On the contrary, we work with the archivve on a systematic basis. We offer films with active rights to film clubs and at the same time we try to get them into schools.

Within the project Film and School?

Yess, we offer films to particular film clubs, whichh screen them in cooperation with high schoools. Our main intention is to bring students to cinnemas for a projection of classical 35 mm copiees. Moreover, if there is a good-quality

introduction lecture accompanied by educational matterials as well, our lending conditions are muchh more favourable than for ordinary distributioon.

What feedback have you received?

There have been already dozens of places where thiss project was presented. This is, however, a civvic activity. It would be great if there were also other institutions involved in this process as e.g. the Ministry of Education and the Ministry of Culture that could help getting films into seconndary schools curricula. On the other hand, I haave to admit that in general, we are much moore successful in approaching commercial paartners. It is very satisfying that they perceive these and also our other projects as a huge investment into the society. Even with regard to the Czech state budget development and at thhe same time the non-existence of a filmmakking law, it is impossible to rely solely on the finaancial support coming from state institutions in the future. The AČFK and the LFŠ basically stand, besides their own money, on three pillaars of financial support – state institutions, the EU funds support, and obviously the means of f inancial partners.

In what respect is the cooperation attractive for partners?

I believe this is a very interesting offer as it concerns not only approaching the mass of several thousand visitors but also because our projects have corporate overrun with an international im mpact. A great signal for us is the fact that our main partner is the RWE which has started too support, via the company Jihomoravská plyynárenská, the Summer Film School Uherské Hradiště. Moreover, the SYNOT company became the key sponsor again. Thus, last year and mainly this year showed that one can act in a profeessional way and at the same time retain quality, independence, openness and attractiveness for viewers. I would like to stress one essenntial thing. We have the support of successful coompanies among our commercial partners and at the same time, our media partners are either public or very “open” media. So at the same timee, it is amazing that in the press published by our media partners you can read not only classsic PR and promotion articles, but also reactions and analyses approaching the LFŠ with the inndispensable critical distance. This is definitely of a unique value on the Czech media market. And although it might appear as a very non-standdard option at first sight, it has a very positive im mpact on the further viability of the LFŠ and other projects of the AČFK.

By Pavlína Holancová

českk ý překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leeaders Magazine VV/ 2009

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IN PARTNERSHIP WITH LEADERS MAGAZINE

rotary charity event

Petr Háva, Mayor of Prague 12 in his speech

Blue Mammoth Arrives at the Blue Key School

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From left: Irena A. Brichta, Managing Partner, Brichta & Partners, Dipl. Ing. Thomas Tjetjen, Managing Director, Bemer Medizintechnik s.r.o., Marta Jehličková, President, Czech Golf Travel Association and Ing. Petr Nevický, Portfolio Investor

From left: Petr Novak, M.D., Specialist in General Medicine – Family Medicine, Kraig Klosson, President of Rotary Club Prague International and Benke Aikell, your Publisher

Jana Ryšlinková, Dean of the U.S. Business School Praha and Gerry Tipple, Analyst, Teacher, Rotary Club Prague International

Petr Novak, M.D., Specialist in General Medicine – Family Medicine and Alena Novak, M.D., Governor, Soroptimist International of Sweden

Flower to Mrs. Nelly Jenicek, the driving force behind the Rotary Bus Project, from Ing. Milana Remarová, Director of Modrý Klíč School

Friday 4th September was a lucky day for the Blue Key School (Škola Modrý Klíč) as they were presented with a brand new and very big blue bus. The Blue Key School provides care, education, treatment and work opportunities to mentally and physically handicapped children and adults from all around Prague and the bus was desperately needed to be able to collect them from their homes on a daily basis. The bus was bought for the school by the Rotary Club Prague International in cooperation with Rotary Club Praha Staré Město and two other Rotary clubs in the USA, Coral Gables in Florida and Central Delaware County. The whole project was supported by The Rotary Foundation which provided a grant equalling 25 % of the cost of the bus. The staff and clients of The Blue Key School were over the moon with this gift and soon organised a competition to give the bus its own name. From a list of 33 original ideas they finally choose The Blue Mammoth. So the mammoth still lives and has found a new home where it will be very much appreciated!

The bus was supplied by Auto Jarov s.r.o. and specially fitted with a lift for passengers in wheelchairs.

From left: Dr. Rer. Comm. Gert Rienmüller, Treasurer, Rotary Club Prague, Partner, GHR-Consult Prague, George J. Podzimek, Managing Director Canaba Development s.r.o., Rudolf Školník, Managing Director, Hobra-Školník s.r.o., Ing. Milana Remarová, Director of Modrý Klíč School, Kraig Klosson, President of Rotary Club Prague International, Jana Ryšlinková, Dean of the U.S. Business School Praha and Andre Leger, Chairman of the Board, Modrá Pyramida

Some of the Members of Rotary Prague Club International

From left: MUDr. Tomáš Pávek, General & Cosmetic Dentistry, Dr. Rer. Comm. Gert Rienmüller, Treasurer, Rotary Club Prague, Partner, GHR-Consult Prague and Mrs. Nelly Jenicek, driving force behind the Rotary Bus Project

From left: David Rowsell, School Principal, The English International School, Prague, Eric FJ. van Dal, Jeremy Long, The Prague British School and Vanesa Welsby, Managing Director & Design Consultant, Auber Gray

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Testing the bus

The Bus given by Rotary to Modrý Klíč School

Czech As a Bridge Between Continents The Czechoslovak Foreign Institute in July this yeaar organised a course of Czech language and Czech background, the twentieth since November 1989. Among the partticipants in its rich programme there were again students of Slavistics from the universities of St. Petersburg, Kiev and Lvov, as well as students of Czech schools in Vienna and Daruvar in Croatia and descendents of the Czechs and Moravians who emigrated in the 19th and 20th centuries to live and work in America.

This year twenty participants of the course met on the grounds of the Czech Agricultural University in Prague-Suchdol, where the Institute has been running the course since 1991. For three weeks they lived together, representatives of three generations, meeting at school, in the student restaurant, on sightseeing tours of the town and on excursions. The youngest, Christina from Vienna, was only fifteen and the oldest, Clarice, the wife of the honorary consul in Texas, and Victor, a public employee from Nebraska, were seventy-nine. In spite of the difference in age they understood one another. They were united by their efforts to learn Czech well and to get a closer knowledge of what the Czech Republic is like today and to come to know each other.

“We know that no one can, in a mere three or four weeks, learn any language, let alone Czech, but the students can certainly perfect themselves in the language and, moreover, we enable them to come to know the best of the Czech Republic,” Jaromír Šlápota, the Chairman of the Czechoslovak Foreign Institute, pointed out at the inaugural meeting. At the concluding presentation of diplomas for completing the course, which took place in the romantic setting of the Vrtba Garden, the students unanimously confirmed that they had succeeded in removing a number of mistakes in their Czech, mistakes they had previously not even been aware of and that they were grateful for the opportunity to come to know important places in the Czech Republic which, as ordinary tourists, they would never have seen. In the

Prague Castlee they admired the representative quarters of the President of the Republic, in the Strahov Monasstery they were able to have a close look at the oldest books in the Theology and Philosophy Hall of the famous Strahov Library, in the Assembly of thhe Czech Parliament they could imagine themselvees in the role of deputies and try out some speeches from the orator’s rostrum. They got acquainted with the manual production of Moser glass and they learned how to make South Moravian wines. Some of them took home with them unforgettable impressions of opera and ballet performances in the Estaates Theatre and the National Theatre.

In their final work they paid high tribute to all this.

“This was not a summer school, this was an exceptional experience in our lives,” Katya Michailova from Kiev wrote. She was particularly enthusiastic about the fact that the professors, experts from Charles University and other linguistic institutions, discussed with each studdent the weak spots in their language knowledge at the beginning and then devoted the necessary timee for their elimination and also that, throughout thee course, the atmosphere was cordial and amicable.

“Of course we come to the course in order to improve our Czechh, which, in rural Texas, we learn chiefly by the e-learning method, i.e. on the computer. But we also look forward to establishing contacts with Bohemists from m other European countries. Personal contacts are very important in life nowadays,” Thadious Polasek, a teacher from Schulenburg in Texas

says about his motivation for this annual event of the Czechoslovak Foreign Institute. “The Czechoslovak Foreign Institute is doing some very worth-while work by enabling students from Eastern Europe to improve their Czech and come to know people from other countries who are all united in their relationship to the Czech language and the Czech Republic,” confirmed the students of Czech Studies at the universities of St. Petersburg, Kiev and Lvov as well as the students of the Tourist Traffic School in Croatia and Marianne, a graduate of the Czech school in Vienna, who studies economics and foreign trade.

Most of them dream of a diplomatic career and they are not without a chance of their dream becoming reality. Some graduates of the past courses in Czech by the Czechoslovak Foreign Institute can already be encountered among consular staff in Ukraine.

The twentieth year of the Czechoslovak Foreign Institute’s course of the Czech language and Czech background again fulfilled its mission – to enable some twenty participants to acquire a deeper knowledge of the language, to gain a closer understanding of life in the Czech Republic and to establish relations of friendship between students from Europe and America, or, in other words, to build between the continents the bridges that are so necessary.

By HEBR český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Photo: R. Briard

IN COOPERATION WITH LEADERS MAGAZINE

Leaders Magazine VV/ 2009

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global perspectives

Jan Muehlfeit Chairman Europe Microsoft Corporation

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Photo: Paul Pacey

IN COOPERATION WITH LEADERS MAGAZINE

GLOBAL DEMOGRAPHY Opportunity or Ticking Bomb?

Recently I have come across a very interesting book written by George Magnus called The Age of Aging, which has once again reminded me how the demographics are already changing our world, society and economy and how important role the population trends will play in the years to come.

In fact I believe that together with addressing the effects of globalization such as increasing of energy demand or the environmental aspects, our ability to stand up to the demographic trends, and the challenges they bring, will be the key decisive factor for quality of our and our children’s life in the several upcoming decades.

Many of the Emerging Markets will benefit from evolution of their demographics over the past years that in the near future will provide them with large portions of their population in active working age, i.e. creating economical value. Two only exceptions I can foresee here are Russia and China. In China, the demography is indeed on the top of the government’s agenda as they work hard to ensure that – if we were to exaggerate a little bit – the country sustains its tremendous economical miracle before majority of its population gets into a retirement age. As far as Russia is concerned, the administration and the federal government are also very actively looking into the country’s demography as they clearly realize that population policy and increasing of fertility hand in hand with improving the life expectancy will be essential for Russia’s stability and economical prosperity moving forward.

On the other hand, when you look at how the human society is predicted to develop across the world, you surprisingly find out that it’s the developed markets that will have the biggest issues to deal with.

In my opinion, Australia and Canada, while both countries too will have to face many demographyrelated problems, are taking the most effective measures through their smart immigration policies. In the United States the immigration is also quite significant and specifically in the U.S. case the increasing ratio of citizens of Hispanic origin already presents many tremendous economical opportunities while also raising completely new challenges. For example an interesting question to follow is and will be the language – while the U.S. does not have an “official language”, both American English and Spanish are now recognized as U.S.

“main languages” and cleearly Spanish will continue to increase its share in the years to come. At the same time in Asia, Japaan is looking into ways of how technological autom mation and increased use of robots in peoples’ lives could help to address the aging trend by providing better and cheaper citi-zen services.

Yet in Europe, where we will face the biggest impact of the demographic challenge, I am afraid we don’t spend enough time discussing this topic, not to mention actively working on the ways of fixing it. Thanks to the revvolutionary improvements in healthcare and therefore increased life expectancy, thanks to our advaanced social systems and last but not the least, thanks to a decrease in fertility and therefore insufficcient mother/child ratios, which have now fallen too 1.6 in Europe and 1.3 in the Czech Republic while 2.1 is needed to preserve the same size of populattion, the European society is inevitably getting older and smaller. Unfortunately these days the vast majority of European governments are occupied annd busy dealing with the economical crisis, howeever I still believe that as we look beyond this crisis, we should be taking some fairly radical stepss to prepare for where we are definitely and very prredictably heading to.

So what are some of thhe possible solutions? The first of them that I can see is delaying the age in which the active workforcce retires. While this might not be fair to those in theeir 40’s or 50’s today, I am confident and with the pure logic and simple economics explained, the yooung European generation will clearly understand and agree that this is move that cannot be avoided. Positive side effect of such decision would be a maximum leverage of the workforce, its skills and experience. In fact I also believe that such step coould help to decrease and close the gap in emplooyment of women, which many European industriies still haven’t successfully coped with.

The second needed policy is indeed the smart European immigration. I have already mentioned Canada, where thanks too visionary policies, 44 % of the population are now university graduates.

As a Board Member of AISEC, the world’s largest student-run organizationn, I have had a personal first-hand experience thaat obtaining visas for nonEuropean students to coome, study and part-time work here is extremely difficult and in some EU countries can take up too 3–4 months. Well, that

will certainly have to change if we want to succeed in the global market place of talent.

The third pillar is increased saving that needs to be encouraged across the European population.

While some nations have this their coded in their “DNA” like in Germany, many others don’t. More importantly it’s the poorest part of the European society that saves the least and that will have to change too through both governmental social initiatives as well as through various employer programs.

Finally and most importantly, our productivity jointly with openness, tolerance and flexibility also need to increase. Europe has to evolve into a place where diversity and talent are not only welcomed, but also cherished. This has to start at our schools, where teaching in various languages will need to be introduced. That is the only way how Europe will be able to capture the best of the overseas talent. But the mission to improve productivity doesn’t stop there. European governments will need to continue to fight bureaucracy, to keep increasing flexibility for Small and Medium Enterprises as well as ensure that Europe has protective, but at the same time not extremely rigid labor laws in place. Simultaneously, European public sector leaders will also need to continue to implement broad and deep healthcare, social and pension reforms.

Information technologies will clearly have a key role to play in all of this – from education to reskilling, helping with bringing public sector closer to the citizens as well as increasing the governments’ effectiveness. Yet we should not forget that now, when the for the first time in the history, the younger generation is more technologically skilled than the one in active adult age, we also need to watch out for any potential labor tensions this might create.

All in all, I am a strong believer that in the aging Europe the joint mission for public and private sectors and for trade unions too should be to protect employment, rather than particular employee position. Let’s have a serious open and public debate on how to tackle the European demographic challenge now, before all our hair turns grey.

Jan Muehlfeit Chairman Europe Microsoft Corporation český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Leaders Magazine VV/ 2009

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prague castle event

IN PARTNERSHIP WITH LEADERS MAGAZINE

The legendary Pianist, Hank Jones

Jazz at the Castle

with Trio Hank Jones

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more photos and electronic version available on www.leadersmagazine.cz

Hank Jones Piano Jiří Mráz Contrabass Willie Jones Drums

From left: Vladimír Pavlečko, Chief Engineer, Radisson SAS, Mrs. Marie Kousalíková, Deputy Mayor, City of Pregue, George A. Novak, Honorary Consul General of the Czech Republic and Mr. Kousalík

Dr. Michaela Jorgensen, Smed Jorgensen Attorneys at Law Office and Milan Ganík, CPP Development

From left: Mrs. Jitka Valentová, sister of Ivo Valenta, Ivo Valenta, Vice Chairman of the Czechoslovak Foreign Institute, Ing. Michal Morawski and Mrs. Helena Morawski

From left: Veronika Kovářová and Martina Kovářová, Executive Assistant to Chairman Europe, Microsoft s.r.o.

From left: Jiří Brodský, Deputy Director, Foreign Affairs Department, Czech Republic, Office of the President, Veronika Jacobs, Embassy of Israel, Graham Horry, First Secretary, Head of Political Section, British Embassy Prague

Vít Fojtek, Analyst, Foreign Affairs Department, Czech Republic, Office of the President and H.E. Dr. Margot Klestil-Löffler, Ambassador of Austria

From left: Mario Moser, After Sales Manager, BMW Group, Czech Republic, Ines Mosa, Stefa Scheifer and Günter Schuster

From left: Alexander Shonert, Violin Virtuoso and Teacher, Ing. Miloš Janů, Vyšehrad Gastro & Travel Services, Ms. Nora Stříbrná, H.E. Yaakov Levy, Ambassador of Israel with his wife and Natalie Shonert

Prof. Václav Klaus, President of the Czech Republic, introducing Trio Hank Jones

From left: Ing. Vladimír Laštůvka, Consultant, Mrs. Helena Laštůvková and Benke Aikell, your Publisher

JUDr. Alexandra Jiříčková, Judge, Municipal Court, Prague and MUDr. Michael Vít, Ph.D., Chief Health Officer of the Czech Republic, Deputy Minister of Health of the Czech Republic

H.E. Ole Moesby, Ambassador of Denmark

From left: Ivona Novotná, Manager of Communication, Lexum, Alena Veliká, Head of the Press Service, Office of the President and Martina Biberlová

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Jazz at the Castle

From left: Natali Ruden, Fashion Designer, Ladislav Mravec, Director, Political Department, Office of the President of the Czech Republic and Ing. Jitka Urbínková, Managing Director, Audit Organizace, s.r.o.

From left: H.E. Fabio Pigliapoco, Ambassador of Italy, Prof. Václav Klaus, President of the Czech Republic, Ivo Valenta, Vice Chairman of the Czechoslovak Foreign Institute with sister, Mrs. Jitka Valentová

From left: Col. Ing. Radim Studený, Captain of the Castle Guard, Prof. Ing. Jiří Fárek, CSc., 1st. Deputy Mayor of the Municipality of Prague 6, JUDr. Dagmar Raupachová, Černý-Raupachová Law Office and Ing. Pavel Štefka M.Sc., 4-star General (ret.), Chief of Defence and Special Programs Tatra

From left: MUDr. Lucie Trybučková, Rejuvenation Specialist, Josef Hycl and MUDr. Milena Švorcová, Ophtalmologic Ambulance

Ing. Arch. Aleš Krtička, Atelier Tsunami s.r.o. and Alena Pejchalová

Willie Jones, Drummer

Ms. Petra Hrochová and Miroslav Macek

From left: Ing. Miloš Janů, Vyšehrad Gastro & Travel Services, Jiří Mráz, Contrabass Player, Nora Stříbrná, Willie Jones, Drummer and Zooey Jones

From left: Dr. Ivan Chocholouš, Dr. Jiřina Kaufmannová, Partner and Robert Kristofori, Felber, Kristofori Group, Robotik s.r.o.

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THE MAIN CAUSES of the Financial Crisis and some Possible Remedies “BIG IS BEAUTIFUL” For several decades we have been told that “big is beautiful” – only large banks and large insurance companies were supposedly in a position to fully secure the consumers’ investments – their large size was the ultimate guarantee for the consumer; AIG, Lehman Bros, Dexia and Fortis were big – we see today what to think of this theory.

For several decades we have been told that “big is beautiful” – only the four large audit firms were considered “fit and proper” to properly audit the financial services industry; 99% of the financial services industry is audited by the “big four” (Price Waterhouse Coopers, Deloitte, KPMG and Ernst & Young) – the outcome of this situation of monopoly is impressive.

For several decades we have been told that the intermediaries should organise their business following the same business model than the large institutions (emphasis on compliance, etc.); nobody is in a position to deny today that the lack of corporate governance within the large financial groups (bonus scheme policy, golden parachute, etc.) is one of the main cause of the crisis.

For several decades national supervisors had full power over the financial services industry and Pho hoto: o AArchive

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they have managed to build up a library of conflicting regulations, with a total lack of harmonisation within the EU in spite of the mandate given to the CEBS, CEIOPS and CESR; useless regulations targeting exclusively small and medium size independent operators but extremely laxest on large financial groups and their activities (UBS, Fortis, etc.).

MORE EUROPE, LESS BUREAUCRACY! Proper harmonisation of EU rules should be imposed to the national supervisors and not necessarily the most difficult (stringent) way to apply the rule. The excess of protectionism in the name of general good has served as an excuse to some smart operators (hedge funds managers for instance) to engineer the most sophisticated scheme against the interest of consumers.

As it is the case in France, trade associations should be commissioned to play an active role in the supervision of their members. They should receive from the EU a fair support to perform this duty. Compared to the national supervisors, they are in a position to evidence that they have the necessary experience and expertise to monitor – under their responsibility – the activities of the industry.

We need one EU regulator – preferably the European Central Bank which is well staffed with quality people and at national levels the central banks as it was in the past.

We need to restrict conglomerates to operate in more than one sector of activity: Banks should be banned from selling insurance policy at the same time as loans and credit cards.

It would be wise to end the monopoly of the big accounting firms.

Big is NOT beautiful; limitations should exist in the development of financial groups involved in insurance, re-insurance, retail banking, commercial lending, investment banking and asset management – all activities under one roof creating a scandalous situation of repeated conflicts of interest damaging for the consumers.

Free market does not mean Anarchy!

Ethic doesn’t require over-regulation!

By Vincent J. Derudder Secretary General, Fédération Européenne des Conseils et Intermédiaires Financiers Brussels český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

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… Playing will be safer with new toy safety rules?

More than 80%, by value, of toys purchased in the European Union are imported. While manufacturers are responsible for the safety of their products, importers, notified bodies and national authorities have to ensure the toys which are sold in Europe’s shops fulfil all safety requirements. On 20 July 2009 a new Toys Safety Directive pres pr esen ente tedd by tthe he CCom ommi miss ssio ionn en ente tere redd in into to ffor orce ce,, wh whic ichh introduces several provisions on chemical substances in toys, prohibits some of fragrances and nd substances subst s which w provoke allergies, presents new ruless for toys in food foo and on choking to cover small parts in toys oys intended to t be put in the mouth. Furthermore, the warning ning messages, messag such as minimum or maximum ages for use, are to be made m more apparent. In addition, it includes a lengthened list of products and product types whichh are not covered by its provisions. ... Commission presented baseline study on REACH? Eurostat, in cooperation with the services responsible for environment and industry of the European Commission, has developed a baseline study and a set of indicators to monitor the implementation of REACH, the new EU Regulation on the Registration, Evaluation, Authorisation and restriction of Chemicals. The study presents a baseline of the (nominal-) risk caused ca sed by chemicals chemi and the quality of the underlying data ta which wh was aavailable when REACH came into force in June une 2007. Be Besides, the new risk and quality indicators will follow the th development over time.

Additionally, in order to see whether whe REACH has already reduced the risk caused by chemicals chemica and how the quality of the underlying data will w have evolved a second risk and quality ‘snapshot’ will be taken in 2012/13. ... Lufthansa makes further Austrian concessions European competition regulators in Brussels received a new proposal from Lufthansa in an attempt to resolve competition concerns surrounding its planned takeover of Austrian Airlines. The EU official cial said that they the will now market-test this proposal. The Commission is mainly concerned that Lufthansa could gain a dom dominant position on routes into Austria from om Germany and Switzerland, where it already ownss Swiss International Air Lines. Main critics came from Lufthansa’s biggest European Europ rival, Air France-KLM, so as the deal iss spearheaded spe by the Austrian gove go vern rnme ment nt and and inv invol olve vess st staat atee ai ate aidd of € 50 5000 mi millllio ions ns,, wh whic ichh in effect halves of the Austrian’s ria debt.

LET’S TALK NUMBERS…

€ 100 million EU micro-finance facility to help unemployed start small businesses The European Commission has in the new communication: ‘A Shared commitment for employment’ proposed to set up a new microfinance facility providing microcredit to small businesses and to people who have lost their jobs and want to start their own small businesses. It will have an initial budget of € 100 million, which could leverage more than € 500 million in a joint initiative with international financial institutions, in particular the European Investment Bank (EIB) Group. This could result in around 45,000 loans over a period of up to eight years. In addition, the possibility to apply to the loans interest rate rebates from the European Social Fund will make it easier for people to access the funds. The new micro-finance facility aims to make it easier for people who, in the current context of reduced credit supply, might have difficulties in accessing funds for business start-ups. The Commission

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expects cts the new ‘Progress Microfinance Facility’ to be ct operational operat atio ionall in 201 22010 0 0.

Loans for Latvia and Romania Thee Euro European Commission has released the second instalment lme m of the EU’s emergency € 3.1 billion loan package for or Latvia, and the first € 1.5 billion of crisis support for Romania. Finance ministers approved the loan package in January in order to help Latvia deal with a balance-ofpayments crisis. In return, the Latvian government had to commit itself to efforts to bring the deficit down to within 3 % of its gross domestic product (GDP). According to this, the Latvian parliament has adopted a supplementary budget designed to bring the country’s budget deficit down to 3 % of GDP by 2012. The Commission said that, if Latvia continues to make progress, then it will pay out another € 0.5 billion in the last quarter of 2009, with a further € 400 million to be paid out over the course of 2010 and the first quarter of 2011. The Commission also has released the first € 1.5 billion on an emergency loan package for Romania. It plans to release another € 1 billion in th the fif inall quarter t off 20 2010 10. Paymentt off a furth f ther € 2.55 bi billlliion is expected to be made over the course of 2010 and the first quarter of 2011. In addition to the money for Latvia and for Romania, € 6.5 billion has been allocated to Hungary.

ECB sees ‘turning point’ in lending conditions While businesses are seeing a “turning point” in the increasingly tough conditions imposed on bank loans, demand for home loans in euro zone has turned positive for the first time since early 2006. Additionally, the ECB’s latest bank lending survey showed that consumers became less pessimistic about housing market prospects in the second quarter of this year, and the speed at which credit stand t dards d were ttiight htenedd on mortgages t fellll agaiin. In tthhe meantime, credit standards for companies were tightened slower than in the previous three quarters. Recently the ECB has pumped € 442 billion in one-year loans into the euro zone banking system and has intensified its appeals to banks to lend to businesses and households at reasonable interest rates. However, the net percentage of banks reporting a tightening of credit standards applied on loans to companies decreased from 43% in the first quarter to 2 % in the second quarter. In the household sector, sec the net percentage of banks reporting a tightening ning of credit cred edit standards for home ho loans fell to 22 % from 28% in the first firs three ree months of the year and from 41 % in the fourth qua quarter of 2008.

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EU COUNCIL PRESIDENCY Czech government approved its Presidency Evaluation Report The Committee for the EU of the Czechh Government has adopted a summary of the “Results of the Czech Presidency of the Council of the EU”, outlining the achievements of the Czech Presidency. Even though the Czech EU Presidency took place under difficult conditions, due to the economic crisis, an unstable international situation and the end of the term of office of the European Parliament and the European Commission it scored a number of concrete results and excellent achievements. The Czech Republic arranged more than 80 concrete measures in the European Parliament, proved itself to be a good crisis manager, rejected protectionist tendencies and put through measures to boost European economy. Under the Czech leadership the European Union took key steps towards diversification of energy supply and also towards climate protection. A summary of the results of the Czech

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Presidency of the EU Council including the presidency events, important numbers and cartoon can be found on this adress: http://www.eu2009.cz/en/czech-presidency/ programme-and-priorities/achievements/achievementsof-the-presidency--24392/ Czechs managed to secure Irish fears The European Council, chaired by the Czech Presidency, gave the green light to the guarantees for Ireland so that a new Irish referendum on the Lisbon Treaty can take place.

Moreover, the Council agreed on the new European Commission leader, found consensus on conclusions concerning climate change and reached political agreement on the new European framework for financial supervision.

The guarantees for Ireland address tax issues, the neutrality of Ireland and social affairs. This legally binding decision will enable Ireland to set a date for the referendum and in case of a positive result, lead to adoption of the Treaty. This represents an important step toward increasing the efficiency of an enlarged EU as well as institutional stability.

More informati f tion: http://www.eu2009.cz/en/news-and-documents/ news/european-council-25499/ Czech Prime Minister presented the Presidency to European Parliament Czech Prime Minister Jan Fischer presented his evaluation of the Czech Presidency to the newly elected Members of the European Parliament, who gathered in Strasbourg for their first constituting plenary meeting on 15 July 2009. Apart from the official meeting, Jan Fischer also hosted the new Czech parliamentarians for a glass for wine, kindly inviting all of them to effective cooperation in defendi f ding CCzechh interest t t s in i th the EU EU. Sweden takes over the EU Council Presidency from the Czech Republic on 1 July 2009 Sweden assumes the EU’ EU’s U’ss si sixsix-month x mo m ntt rotating presidency from the Czech Republic on 1 July as Europe battles it’s most severe economic onomic recession in decades decad and faces an uncertain institutional future. uture. However, the Presidencies work in Trios so as to maintain inta the continuity in the running of the Council. Nevertheless, le in case that the Lisbon Treaty enters into force before the end of the year, this could be history’s last fully-fledged EU presidency. The main priorities of the following Swedish Presidency are conducting an effective, open and results-oriented presidency in the interests of the whole of Europe, advancing the EU’s common issues and Sweden’s priority issues plus strengthening Sweden’s role in the EU, serving in the EU’s interest and strengthening the EU’s role as a global actor. Additionally, those include the fight against the consequences of the economic crisis and against climate change.

Business News brought by CEBRE – Czech Business Representation to the EU, www.cebre.cz

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An interview with Evžen Tošenovský, European Parliament meent

THE BASIS OF THE DEVELOPMENT OF EVERY REGION IS

SUPPORT FOR SCIENCE AND RESEARCH

THERE MUST BE A WORKING SYNERGY BETWEEN UNIVERSITIES AND PRACTICAL EXPERIENCE One of the most distinctive nctive personalities per of this year’s European elections, Evžen Tošenovský, was named vice-chairman of the Committeee on Industry, Re Research and Energy at the European Parliament’s inaugural meeting. The Czech Republic has strong representation ation on this important committee with other members such as Jan Březina and Miloslav Ransdorf.

Mr. Tošenovský, do you consider your naming to this committee a successful start to your work in the European Parliament?

I didn’t expect this kind of start but am glad that my vision of becoming a member of the ITRE committee came to be. This is exactly what I hoped for, and I believe eve I’ll be able to put some of my past experience ce to use as a member of this committee. This committee will be very important in the near ear future as we deal with the effects of the world orld economic crisis. In any case, I’ll have a chance to experience erien a lot of new things.

How important was it for you to work in the area of industry and energy?

The ITRE committee is closest to my experience and interests. The spectrum is very wide.

I had, for example, the chance ance to becom become chairman of a different committee, ttee, but my interest in indu in dust stry ry aand nd m mai ainl nlyy sc scie iennce n won ou outt in tthe he end end.

What do you consider to be priority issues?

That’s not easy sy to answer in one sentence.

The next big issue withinn the EU will certainly be energy, as experience wi with ith t the natural gas crisis of January 2009 showed we us. The situation with the supply of natural gas from Russia is not yet completely resolved. There are many ways ays of solving this issue and the path to doing so is a long one. Europe is now faced with many complicated negotiations on both diplomatic and commercial levels. And I’m speaking only about one area; the range of work to do is very extensive.

The relationship between industry and universities in the Czech Republic is not so good, which is truly unfortunate. Will you deal with this issue and in which way do you plan to minimize another exodus of educated people, while creating quality conditions for scientific work and supporting the development of regions?

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Source: Moravian-Silesian Regional Authority

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Yes, of course. The basis for regional development – whether I’m speaking concretely about the Moravian-Silesian district, where I served as mayor of Ostrava and then as district governor, or generally about any region of the Czech Republic – is science and research. There must be a working synergy between universities and practical experience areas where theoretical knowledge can be put into practice. If university graduates find jobs in domestic firms and companies, they won’t tend to move abroad to find work, but only to gain experience. And in this I see a fundamental difference. More emph em phas asis is on on sc scie ienc ncee an andd re rese sear arch ch ccan an hhel elpp stabilize the situation of people in regions and encourage them to return too the MoravianMoravi Silesian district after gaining experience elsewhere. My goal is also to inform orm citizens about the possibility of utilizing ng funds from f the Regional Operational al Pro Programme amme (ROP). Municipali i lities, i fifirms andd ciitizens i ens have a uniique opportunity to get fundingg for fo their projects, and this chance will not come m again.

One of the hottest topics in MoravianSilesian district is the problem with the scientific library project. Do you agree with this?

I really do regret that the unique MoravianSilesian scientificc library projec project was so politicized by district leadership eadership tthat its completion is delayed for many any years and that the library will have to keep operating on a provisional basis. For now, citizens will hav have to contend with many limitations ns an and Ostrava will lose another distinct piece of architecture. a At the same time, this project once n had the support of everyone across the entire political spectrum, similar to the D47 motorway project.

How do you look forward to working in the European Parliament? The former Polish Prime Minister Jerzy Buzek was just voted its president. In your opinion, is it good that someone from one of the new member states, especially someone from the political right, has been elected to such a high office?

As I’ve already stated, te this is a completely new experience that will undoubtedly provide de me with a lot of invaluable experience. I’ll ’ll say that I’m approaching my new role with the responsibility it deserves as well as with high expectations. I consider the acceptance of politicians from new member states as a logical step in the development of the EU. Jerzy Buzek is an experienced politician and we can expect that he’ll bring a lot of new ideas to the mostly politically left European Parliament.

As governor, you were able to provide a marked boost to the Moravian-Silesian district. What is your main goal for your work in the European Parliament?

To use the experience I’ve gained managing a densely populated and industrial district as

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much as possible. My aim is to get et maxim max a imum m support for science and research as the basic asi sc attribute for further development as wellll as a maintain competitiveness.

Which issues would you most like to dedicate your legislative work to? As vice-chairman of the Committee on Industry, Research and Energy you will have a large range to choose from.

Science ienc and research as they relate to universities. itie I see my primary area of interest as uniting theory and practice so that university graduates can find enough work and can bring thei th eirr kn know owle ledg dgee in into to ppra ract ctic icee. IInn th thee fu futu ture re, I see myself devoting more time to the issue of energy.

Energy is a big topic these days. What’s your personal opinion on, for example, renewable resources?

I’m afraid the debate on renewable resources is off ten bbasedd on the h ac tiiviities i off various i lobbbying groups, not on sound economic judgement and a logical effort to deal with the core of the problem: renewable resources themselves. Renewable energy resources make sense where the conditions for them are favourable, such as wind farms in close proximity to a low-population coastline with a constant supply of wind, certainly not in places without enough wind to make them economically viable. The same is true in the case of burning biomass.

What exactly do you mean?

The economically imbalanced production of biomass is the wrong way. It’s definitely illogical to use energy produced from biomass at any cost and in turn disrupt the balance of nature.

It’s good to use biomass in situations where large amounts of unused materials remain. The use of biological by-products is one of the main meth me thod odss. It’ It s re real ally ly too too bad bad tha thatt we can can’tt efef fectively use biogas energy processes es that come from agriculture. I think that this way we could certainly certain diversify energy sources ources that tha willl be very interesting for small businesses. II’m convince ced that all of Europee should pay serious attention on to this issue.

What do you think about the system of trading emissions allowances?

I can’t help but feel that the granting of emissions allowances is something similar to the sale of indulgences in the 15th century, when it was possible to pay for unacceptable behaviour to avoid punishment. Today we can also pay for unacceptable behaviour towards the environment. I fear that this man-made market of emissions allowances will bring more problems to the idea of environmental protection. Experience in the United States clearly shows that this system can have an unexpected negative course and that the market for allowances will only be a cover up for big money.

Your committee for industry and energy has important influence on legislation for business people, and that’s why they are placing so much hope in you. Do you look forward to the challenge?

I want to draw on my many years of experience in the Moravian-Silesian district spent restructuring industry there. I have already met with the entire management of the Confederation of Industry of the Czech Republic and representatives of the Czech Chamber of Commerce. I would like to work closely with these organizations to introduce certain changes to legi le gisl slat atio ionn th that at w wililll be uupp fo forr co cons nsid ider erat atio ionn in the European Parliament.

Is it realistic to find time for meetings and other activities related to these issues?

I would very much like to keep the working contacts that I’ve spent years establishing.

I believe that I will still be able to attend work symposiia, uniiver sity i lectures l andd cert aiinly l be accessible to citizens who are interested in my experience.

Let’s change the subject and talk about the Czech Republic’s EU presidency. Are you satisfied with how it turned out?

The Czech Republic certainly managed ed its six-month presidency, and our position leading the EU will certainly not be forgotten. We handled the natural gas crisis very well. But I consider the government’s collapse during our presidency political immaturity that, in short, does not happen within a properly functioning society. Those involved with the government’s collapse damaged our ur reputation in Europe and we will be hearingg about it fo for a long time, especially when it iss to someo someone’s advantage during negotiations. tions. On the who whole it weakened us, and the opposition will always alway be able to use it, regardless of who w is in power in the gove go vern rnme ment nt.

Will people like your vision for Europe?

I believe that Europe will continue to be Europe, a union of states with their own identities and histories that are large, magnificent and diverse. These states will look for ways to be the best economic players on the world’s markets based on their variety, diversity, and cultural development as well as their respect for one another regardless of size. I believe in a Europe that protects the freedom of thought and ideas while preserving the traditions and customs of individual countries. Europe is not one kind of wine or one type of cheese that tastes the same.

By Michal Kadera CEBRE – Czech Business Representation český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

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EU matters

Czech Prime Minister Jan Fischer joined the constituting plenary meeting of the newly elected European Parliament (2009–2014) to report to the members about the Czech Presidency of the Council of the EU on 14 and 15 July 2009 in Strasbourg.

From left: José Manuel Barroso, President of the European Comission and Jan Fischer, Czech Prime Minister

CZECH PRIME MINISTER Jan Fischer in European Parliament more photos and electronic version available on www.leadersmagazine.cz

From left: Marek Mora, Deputy Minister for European Affairs and Jan Fischer, Czech Prime Minister

From left: Jan Fischer, Czech Prime Minister and Jan Zahradil, Member of EP, ODS

From left: Jan Fischer, Czech Prime Minister and Oldřich Vlasák, Member of EP, ODS

From left: Jan Fischer, Czech Prime Minister, H.E. Milena Vicenová, Ambassador to the EU and Stewardess

From left: Marek Hannibal, EP, EPP-ED, Mrs. Zuzana Roithová, Member of EP, EPP, KDU-ČSL, Jan Březina, Member of EP, KDU-ČSL and Jan Fischer, Czech Prime Minister

From left: Jan Fischer, Czech Prime Minister, Oldřich Vlasák, Member of EP, ODS and Jiří Havel, Member of EP, ČSSD

From left: Jan Fischer, Czech Prime Minister and Jerzy Buzek, President of the European Parliament

From left: Vladimír Špidla, European Commissioner for Employment, Social Affairs & Equal Opportunities and Jan Fischer, Czech Prime Minister

From left: Miroslav Ouzký, Member of EP, ODS, Jan Fischer, Czech Prime Minister and Milan Cabrnoch, Member of EP, ODS

Prime Minister Fischer stressed the difficult conditions Czech Presidency had to deal with as well as the 80 concrete measures Presidency agreed with the Parliament. Czechs proved to be good crisis managers, rejected number of protectionist tendencies, put through measures to boost European economy and took key steps towards diversification of energy supply and also towards climate protection. Apart from the official presentation Jan Fischer hosted the newly elected Czech parliamentarians for a glass of wine on 14 July 2009. Members of European Parliament discussed briefly the ideal way of cooperating with the Government Office to ensure maximum coordination of the efforts advocating Czech interests in the EU. To ensure maximum coherence of Czech interest representation, including Czech employers and entrepreneurs, representatives of CEBRE – Czech Business Representation to the EU – took part in the meeting as well.

Source: Office of the Government of CR

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European Parlament

EU CHIEF:

ENERGY AND CLIMATE ARE TODAY’S COAL AND STEEL

European Commission President Presi t José Manuel Barroso, who is running for a second term at the EU executive’s helm, likened EU policies to address climate c change and improve energy security to the coal and steel community, which paved the way for European reconciliation after the Second World War. Speaking to a small group of journalists in Brussels on Friday, 4 September, Septem Barroso commented at length his “political guidelines” for the next five years which are intended to win wi him the European Parliament’s support in a vote expected later this month.

I WANT TO LISTEN are against me,” said Barroso, expressing satisfaction that he is to address all of the Parliament’s political groups in hearings planned on 8–9 September. Asked if he regretted that

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the hearings – except the one with the Green grou gr oupp - we were re ssch ched edul uled ed to to ta take ke pla place ce beh behin indd closed doors, Barroso said that sometimes “some intimacy” could help foster better understanding. He insisted he was going to Parliament “to listen” and to identify new ideas

to be included in his programme, which could also al so obt obtai ainn “tthe con conse sens nsus us of of pr proo-Eu Euro rope pean an forces”. He stressed that he had written the 41-page document himself, with the help of coll laborators. Asked by EurActiv if pro-European opean forces included the British conservatives,

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which earlier this year split up from the mainstream European People’s Party (EPP) to form a new anti-federalist group, he said it was not hiss bu hi busi sine ness ss to to is issu suee “ccer ertitififica cate tess of goo goodd Europeanship”. He is not dogmatic, he assured, saying he knows from history that communists such as Altiero Spinelli or conservatives such as Lord Cockfield had made rich contributions to the European project. Barroso further insisted that he had proven that he was able to steer a Commission as a political, not a partisan body. “With my culture of leadership, which I applied during five years, you have never seen fractions in the Commission, like the Liberals agai ag ains nstt th thee So Soci cial alis ists ts, or tthe he Soc Socia ialilist stss ag agai ains nstt the Christian Democrats […] Because for me the Commission is the party of Europe,” Barroso arr said, speaking in French.

NOT A SERVANT OF BIG COUNTRIES Asked how he wouldd res respondd to criticis ism is sms that had been too accommodating ingg tto large EU U member states, Barroso called ed those se assumption assum a ions “unfounded, unfair, inaccurate”. ”. “I had ha more fights with bigg member states thann wit with small member states,” he said. Asked about bo his legacy from the past five years, and if he saw himself as a visionary or a pragmatic, Barroso said with humour that he did not want to talk about himself in the past tense becausee hee considered considere himself young at 53 years old.

BY FAR THE GREATEST SUCCESS WAS CLIMATE CHANGE “But if you ask assk sk me aboout the legacy of this Commis Comm issi sion o – the first on f comm miss mi ssio ionn of a rreu euni nifified ed Europe – in terms rm ms of policies, p i by far the greatest success was climate mat change.” “Now we are leading the world in setting s the standards for fighting climate change. It was a proposal of my commission, and it was, by the way, y, not easy to convince some member states, butt we’ve w got it,” i Barroso said. You may have a vision, sion butt mus must try to reach it in pragmatic tic ways, ys, Barroso Barros explained, reminding that Jean Monnet onnett did not n say “let’s create the United States Stat t a es of Europe” but instead crea cr eate tedd so solilida daririty tyy in in th thee sst strategic tegi egicc coal coal and and ste steel el industries. With climate ate change c and energy security, he said the present pre Commission was as doing something similar at the outset of the 21st century. “Coal and steel was to reconcile ilee the former enemies, Germany and Francee […] [ ] Honestly, some countries in Europe were not so enthusiastic in the agenda about climate change, but they were concerned about energy security. So we linked both,” Barroso said, adding that in Europe it was often possible to have larger ambi am bitition onss th than an sma smallller er amb ambititio ions ns.. “IIf th thee Co Comm mission had just proposed a climate change agenda, it would be very difficult to have consensus,” he pointed out.

LISBON TREATY DELAY ‘WORRYING’ Barroso expressed worries about the delayed ratification of the Lisbon Treaty and spoke about

Photos: Archive

the po p ssibilityy of extendingg the mandate of the present Commission in a caretaker capacity after 23 November, when his five-year mandate will expire. “Yes, I am worried […] if we don’t have the legal clarity, there is a possibility to have a caretaker Commission, and this is not good. This is why I think it is not a good idea to postpone decisions we can take already now.” Barroso said the EU’s institutional stability was particularly important with the upcoming United Nations conference in Copenhagen, which is due to adopt a su succ cces esso sorr to tthe he KKyo yoto to PPro roto toco coll on cclilima mate te change. “The Copenhagen conference is in December. It is one of the most important moments in global negotiations in the last years, and I fear the Commission will not be there with its full competences, politically and even legally.” For this reason, he said that “once the issue of membership of the Commission is solved,” he will urge the member states to “solve the other er issues” – not only the Irish referendum, but asking th thee remaining sta states – the Czech Republic, blic, lic Polan Poland aandd Germa G man Ge anyy – to ddec ecid idee on tthe hee Li Lisbon bon Tre Trea eaaty. aty.

A EEurope opean ean CCommission President resident with a fresh fress legitimac timacy cy has more authority too solve solv those thos issues, sues, hhe aadded.

MESSAGE TO IRELAND As for Ireland, Barroso said he hoped op the Irish people would remember the efforts Europe has made to help them out of the current economic crisis. Although Ireland represents only 1% of EU GDP, the country had received 15% of the reserves of European Central Bank as a bailout during the financial turmoil, Barroso said. If Ireland had not been a member of the EU and the euro zone, the country would now be facing bankruptcy like Iceland, Barroso pointed out. “Before this entire financial crisis, the prime minister of Iceland asked me if his country could become a eurozone member without joining the EU,” Barroso revealed,

sayi y ngg he had answered that this would be impo p ssible under the current EU treaties. “And now Iceland wants to become an EU member. There is a very strong case to make,” said Barroso, adding dding that for Ireland, once all other arguments have failed, the most rational argument should bee that a ‘yes’ vote is a vote for jobs.

Source: Euractiv.cz José Manuel Barroso won unanimous backing from EU heads of state and government in June for a second fiveyear mandate at the head of the European Commission.

Their political support was formalised by written procedure on 9 July. Sweden, the current holder of the rotating EU presidency, had insisted on having Barroso re-appointed as soon as possible, arguing that in a time of crisis, the Union needs a Commission president who is fully in power.

However, the reelection of Barroso took a different course in the European Parliament. After consultations mediated by the Swedish EU Presidency had taken place, it emerged that the Parliament would not hold a vote on Barroso’s reappointment at its July plenary.

MEPs from the Socialist and Liberal groups, backed by the Greens and leftists, said that any decision on major appointments should wait until after the September general election in Germany and the second referendum on the Lisbon Treaty in Ireland, to be held on 2 October.

Consequently, just before the summer recess, the leaders of the European Parliament’s political groups agreed to delay until 10 September their decision on when to stage a vote for the top job. On 25 August, Barroso, having worked over the recess, said he would send his programme for the next five years to the political groups and hold discussions with them.

The 41-page document, titled ‘Political guidelines for the next Commission,’ was unveiled on 3 September. český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

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An interview with Ing. Petr Osvald (CSSD), Representative attive off tthe he C Czech z Republic

THE LOBBYIST

IN BRUSSELS MUST SIMPLY HAVE A SUITCASE FULL OF ARGUMENTS INSTEAD OF MONEY Photo: Archive

A significant Czech representative in the Committee of the Regions and the man, who – as not many people in this countr y – knows the ways how lobbying works in the EU institutions, such is Petr Osvald (CSSD). In the interview for EurActiv Czech Republic he displays topics such as chances of obtaining a resident Galileo satellite li system, the principles of successful lobbyists and the importance of the reputation of the Member States. In this context, he attacks the Entropa project, which he describes as “a complete faux pas”.

You work as one of the several Czech representatives in the Committee of Regions; however it is only an advisory body. Do you feel that this institution has, in the European structures, any real influence or is it just a small fish on the political map of the Union?

Firstly, it must be said that the role of the Committee of Regions (COR) is mainly to comment on the proposed European legislation, from the perspective of cities, municipalities and regions. The Effect of the COR has increased recently, which is significant from the increasing interest of Commissioners and senior officials of the European Commission to participate in its meetings. Actually, it is in your hands how you are able to benefit from this institution, which means, it depends on your ability to promote your interests into the stand-points, and how you are able to present them in front of the European Commission and other EU institutions. Although I need to make clear one thing; by means of the Committee of the Regions you cannot for example push through a sewage in your town. You need to promote the interests

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of the general public, therefore the interests of all Czech cities. What you manage to promote successfully, will be of benefit to everyone. In conclusion you do not represent your city, but all Czech municipalities, cities and regions.

More specifically, what have you managed to promote during your work in the Commission for Territorial Cohesion Policy (COTER) and the Commission for Constitutional Affairs and European Governance and the Area of Freedom, Security and Justice (CONST)?

In all stand-points, I try to enforce – as European transport corridors are being support po rted ed – an an eq equa uall at atte tent ntio ionn fo forr tr tran ansp spor ortt so solu lutions in cities. Together with the MEP Oldřich Vlasák (ODS), we endeavoured that a part of the European funds would be directly ectly given iven to the city and thank to that becomee part of the direct fund for housing, which in the end worked wo out successfully.

I mu must st ppoi oint nt out out tha thatt ea that each ooff us us, m me and and Oldřich Vlasák, belong to a different dif political party but this shall be off no n importance in Brussels. There we have to unify and above all, push through the needs of the Czech Republic as a whole, its towns and municipalities, entrepreneurs, etc. Brussels is a wrong place for domestic political “games”. The ones who ally, get the most.

Currently I’m working with others to obtain a unique support rt for the fformer Iron Curtain countries. Thee lack of ddevelopment and low transmissivity sivity of these sma small territories create a significant nt problem for cooperation coop in Europe.

Though, this can an be b discussed in another interview.

It is known that you were the reporter for the Galileo satellite navigation project. At the end of 2007 the Committee of the Regions did not approve your proposal that the seat of the European Office for the supervision over the global satellite system (GSA – Galileo Supervising Authority) should be located in one of the new member states. How are things doing for Prague, which was one of the hot favourites for the GSA office, now?

The answer to this issue s is more complicated, but I will try to explain it briefly. The Committee tee of the Regions is not the body which decides des e on the location of the headquarters of the Galileo project, but in terms of lobbying, each presentation possibility is good for Prague and the Czech Republic. If you want to succeed in Europe, your interest has to be visible at every step, it must be clear that your interest is real, permanent, and that you are adequately prepared. My proposal to locate Galileo to a new member state resulted into an extensive and tumultuous debate, which was exactly its purpose. When it comes to locating the Galileo headquarters to Prague nothing is lost yet, I believe. It is true that there have been some technical changes, but we still need to persevere, and constantly de-

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monstrate our interest and readiness ss to underr take this task.

Did you try to promote the candidacy of the Czech Republic in some way? If so, which representatives of the European institutions did you turn to, and how exactly did the lobbying for Czech interests look like?

By being bei the reporter re on the Galileo satellite navigation applica applications, I became an expert of the Committee Comm of the Regions on this issue and therefore efo I am invited to a number of conferences e and meetings on this topic. I have thus the opportunity to present the interest and the prof pr ofes essi sion onal al rrea eadi dine ness ss ooff th thee Cz Czec echh Re Repu publ blic ic..

In which way – if there is any – do representatives from the member states of the Committee of the Regions try to push through their interests? What issues are lobbied most strongly?

In order to promote your interests you need to get get all allie iess fr from om oth other er mem membe berr st stat ates es. Yo Youu ne need ed to convince them that your interest or your problem might be also an interest or a concern for them. You need to create purpose-built coalitions, which are specific for each issue.

Sometimes the interest is the same in the new member states, sometimes there are the small ones against the big ones, and sometimes it is about the necessities of the Central European territory.

These coalitions are not permanent, it is common that in one matter you are supporting Germany, and in another, you have to promote someone else’s position, which Germany would not like at all.

For this reason, I personally considered the widely discussed project Entropa as a total faux pas. First we offend them all and then we ask them for a support. Naturally, every artist can express himself as he wishes. Then it was not an expression of an artist but the official present se ntat atio ionn of the the Cze C zech ch Pre Presi side denc ncyy an andd th that at was the huge difference.

Is it true that lobbyists – whether from individual countries or regions, industry associations or environmental organizations – pressurize the Commission among all European institutions the most, and in other institutions their pressure is much weaker? What interests do lobbyists promote most easily in the sphere of European legislation?

It is not completely true that the most effective way is to lobby at the Commission. If lobbying is to be effective, it must be carried out in all areas. Of course, as the Commission proposes the legislation, the most efficient may be, to influence its suggestions in their roots.

But I must say that I know a number of Commission employees who are happy to meet and do not even let you pay for their coffee. Yet, if these officials are convinced by your arguments, you can get them on your side. Regarding what the lobbyists promote the easiest, I must

saay, it is essentially what they hey can reason the best, where they can demonstrate em the allEuropean interest and where the same thing is pushed through by other countries as well.

If we continue to talk about the Commission, at which level within its structures can lobbying be the most effective according to your experience?

It is important to lobby in all areas within the Commission and all European institutions.

The crucial matter of lobbying in Brussels is confidence. However, it is not confidence in the style of Mario Puzo´s “Godfather”, it rather works in the the way way tha thatt in indi divi vidu dual al off offic icer erss ve verirify fy tha thatt you understand the issue and that the matter you are trying to promote would be effective not only for you. Everything must be broadly reasoned. You just cannot lobby for nonsense and you cannot make things up. A lobbyist must win their trust. This takes time; it is not a matter of mon month th or or ha halflf a yea yearr. A lob lobby byis istt ne need edss a go good od reputation and this takes a while to acquire.

If you make a mistake and mess up, there is no way out.

What is the usual form of lobbying in this and other European institutions? In the eyes of many, lobbying equals something unfair, associated with bribes...

Lobbying in the EU is mainly about explaining, persuading and looking for partners who share common interests and problems. If someone promotes something like a transport corridor, he has to find and put together everybody who would benefit from its construction. The following step is the presentation tation and reasoning re of the importance of this corridor for the th EU. On 23rd June last year, the European Commission launched a voluntary register of lobbyists in the European institutions. Does such a step make sense in terms of the increased transparency, or are the critics right when they point out that the voluntary approach does not work?

In my opinion it certainly does make sense.

I know that the readers will not believe it but lobbying in the EU is already fully transparent.

The aim is to present a public interest, whereby you need your voice to be heard as much as possible and not to hold conspiracy meetings where suitcases are transferred – as most people in our country imagine. A lobbyist in the EU needs to be well known and has to have a good reputation. Once entered into the registry, it will bring him more publicity and demonstrate his seriousness and quality rather than anything else. A lobbyist in Brussels must simply have a suitcase full of arguments instead of money.

Source: Euractiv.cz český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

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IN COOPERATION WITH LEADERS MAGAZINE

networking/ charity

Guest of Honor: Col. Mgr. Jakub Frydrych, Director of National Anti-drugs Headquarters

From left: PhDr. Ladislav Říha, Owner of CK RI-Tours, Past President LC Prague Bohemia Ambassador and JUDr. Vojtěch Trapl, Advocate, Past Governor, LCI Czech Republic and Slovak Republic

Lions Club Prague Bohemia Ambassador

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more photos and electronic version available on www.leadersmagazine.cz

From left: PhDr. Oldřich Vejvoda, Journalist, Oldřich Hořák, Owner of Hotel Bílá Růže in Poděbrady, Ing. Jaroslav Hořák, Businessman and JUDr. PhDr. Oldřich Choděra , Advocate, Past President and Secretary of LC Prague Bohemia Ambassador

From left: JUDr. Jaroslav Novotný, Advocate, Membership Chairperson LC Prague Bohemia Ambassador, JUDr. PhDr. Oldřich Choděra, Advocate, Past President and Secretary of LC Prague Bohemia Ambassador and Col. Mgr. Jakub Frydrych, Director of National Anti-drugs Headquarters

From left: MUDr. Václav Poláček, CSc., Plastic Surgeon and Mgr. Jaroslav Drápal, Analyst, ČSOB From left: Ing. Jiří Kubát, Businessman, Ing. Ladislav Vaško, Commercial Director and Ing. Jaromír Kaulfus, Businessman

From left: PhDr. Ladislav Říha, Owner of CK RI-Tours, Past President LC Prague Bohemia Ambassador, Ing. Jiří Opichal CEO, Allimex Trading s.r.o., President LC Prague Bohemia Ambassador and JUDr. Vojtěch Trapl, Advocate, Past Governor, LCI Czech Republic and Slovak Republic

Ing. Ladislav Bouček, CSc., Businessman, Past Governor, LCI Czech Republic and Slovak Republic and MUDr. Blanka Seifertová, Practicing Physician

PhDr. Martin Komárek, Chief Commentator, MF Dnes

From left: RNDr. Pavel Kalášek, Consultant, Ing. Pavel Barák, Economist and Ing. Jiří Novotný, CSc. MBA, Financial Director, Ratiopharm

Plk. Mgr. Jakub Frydrych, Director of National Anti-drugs Headquarters

From left: Prof. MUDr. Aleksi Šedo, Vice Dean of 1st Medical Faculty UK and Col. Mgr. Jakub Frydrych, Director of National Anti-drugs Headquarters

From left: Tomáš Ryba, Past Governor, LCI Czech Republic and Slovak Republic, Ing. arch. Petr Bílek, Architect, Atelier Bílek Associates, spol. s r.o., MUDr. Blanka Seifertová, Practicing Physician and JUDr. Jaroslav Novotný, Advocate, Membership Chairperson LC Praha Bohemia Ambassador

WE ASKED THE PRESIDENT of the Moravian-Silesian Region, Jaroslav Palas Thee st Th s ra r teegy for o dev evel eloppme el m ntt ooff th thee Moora ravi vian vi a -SSiliesia an i n Re ia Region onn and ndd the pot o enti enntitial a forr coo fifinanccin i g frfrom om m EU fu fund ndds iss onee ooff th thee ch chie ieff subj ie subj su bjec ects ec ts ccur urre ur reent n lyy being dis iscussed.

Photo: Robert Mročka

The financial crisis has logical consequences, which are reflected in the investment decisions made by the regional management. Can we mention some important investment projects that are being planned or are already taking place?

We con We ontinue to conce c ntra rate t ourr attteenntition on on th thee p rformancce of proogr pe gram am priorititt ie ies; s we co s; c ntt inue inuee to in seek econo cono co n mi mica ccaal so solu lutition lu o s too pla on l nn nned edd and n est s aa bllis i heed prroj o ect ecc ts t s and strr iv ive too invvoollve v f innan ance cess fr ce from om m Euuroopeeann ffun unds un ds in th thee innve v st s me ment n proce c sss as mu ce m chh as pos as o si sibl ble. bl e e.

Thiss iss ssue uee wili l al a ssoo be di d scus scu sed at the sc he Inves eesstm t entt & Bu B siineess Forum Con onnfe fereenc nce, e whe h re wee wi wish s to point o t re ou r gi gion o al on a inv n estm men e ts t in the No N šovice ind ndus nd ustr us trial zone nee, th thee pr preparr att ion of addditional deeve v loopm pmen ent en nt ar area e s ea inn t hee are are rea suurrounddin i g th this is ind ind ndus u trial zone us ne aand nd tthe he cooncep nccep eptt of of addd ddititio iona io ona nall in indu dustt ririal du al zon ones es.. Frrom o t he strateegic gic as gi a ppeect, c t, we ct w ccan anno nott ceeas asee in inve vest stme m nt n s into t the he tran tr ansp an s or sp ortt in infr frr asstr truc uctu turee. I’I’m nott talkkingg onlyy about t e mo th moto torw rway ay net etwo work, but also the mod o er e nization of 2nd2n d aand dnd 3rd rd- class ro r ads, ring roads aroundd selected town wnns an a d thee improv ovem eem men entt of of acc cces esss too borde es orde or derr arreaas. s.

Than Th annks anks k s to ma mass s ivee investments, the Ostravaa airr portt iss t he second most st moder e n airport in the C zech Republic after Ruzynne Airp Re rport in Prague.

Ourr in Ou i ve vesstt ment dec vest ecissio ions nss in the case of the Mora Mo raavi v an an-S -S Sililees esiaan Sc Scie ienc n e Li L brarr y are illlustraatit ve of dealing wiithh a probl blem m t aken akk n oveer fr from om m the pre reevious regional mannagem re men e t. t A veryy ge gene nero nero rous projecc t was a p eppared for con pr o struction of t hhee llib ibbraaryy aand nd ffin innan inan a cial ci ci soour sour u ce cess we were re sec sec ecur ured ur ed.. Co ed Co-f -ff in inan nanci anci an cing ng iin the vaalu ng l e of 6 0 mi 60 m llllio ionn Czzec e h cr crow owns ow nss is as assu sume su medd fr me from om EEur urop ur opean op U io Un ionn so sour ou ce ces. s How owev ever ev er,, th t e bi bids ds bbyy al alll pa part rtie iess innte ie terre teed inn reali es eaa iza zatitit onn of th thee co cons nstr t ucc titon tr o wor o k ex exce c ece e dedd thhe appr de appr ap prov oved ov ed lim mitt costs ossttss, wh whic icch reeac ich a heed th t e su sum m o 1.5 of 5 bili liion o C ze zech ch cro rown wns. wn s Connsequ s. seequen quuen e tltlyy th thee Re R gi gioon l Coounci na unncil cil ma ci madee a dec ecis issioon, n alsso ba base sedd oonn the t he ann nnua nua u l cost co stss of st of opeerati raatition onn of of th thee liibr b ar ary, y whi y, hich weerre ca c lccuullat a edd inn t he he vval aluuee ooff neearr lyy dou al alue oubl ble thhe curr bl ccuurre rrren ent ru r unn nnin ing cost cost co sts, s, s, whic wh ich ic ch re reac acche ache hed th t he valu valu va lue off 3 35 5 mi miilllllliio ion Czzeecch cr ion crowns ow wnss, andd wi an with tthh resspe pect ct to th thee hi h gghh ccos osstss forr t he he deevvel vel elop oped op ed

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Lead Le a er ad erss Ma Maga gaazi zine ne V/2 /200 0009

area ar rea ea, wh w icch was wa caalc l ul ulaaa-teed innto t 2 24,00 0 0 Czzk /m / 3 inn t he h pro roje j ct,, too reaaliizee je a moore ecoono n miicaal al a te terrnaatit ve v t hheere iiss ann est s ii mate ma tedd fiina te nanc n iaal volu nc voluume vo m noot ex e ce c eddin ingg 85 850 0 mi milllio i n C ech Cz ech cr ec c ow wns n .W Wee pro r po p se to tr se t an a sffer e t he h sav a edd E rroopeean Eu a f innannce c s foor us us e iinn ooth ther th eerr m mor orre ne nece ecessarr y iinnveest stme ment me nt eve vent n s inn our u rreegion onn pa on, part r icul iccu arlyy in the he th care he health arre sy syst stem, the s ciall sph so phher e e and for educaatitonal ppur ur poses as ur a welll ass for the reggionaal manage na g me ment nt is is ne negootit iat att inng th this is w wititit h thhe European Comm Co mmitititte mm tee. te e.

I wo w ul uldd lil ke to meent n ion ioon thhe Innte t gr grat a ed at e SSaf affe y Ce afet Cent n erss nt as sig i ni niffifica f ica cant n eve nt v nts nt s th nt t at a are r alrlrea eady ea d t akkin dy ingg plac pllac ace. e. e.

Thhis con o ceernn t he h cre reat a io at ionn of a sin sin ingl glee op gl oper erat er a io at ionn ceent n re ussed forr alll iint n eggra nt rate teed re resc scue sc ue ssys yste ys tem te m co comp mpon onents, i.e. thee reegi th gion ion onal aall fir f irre br b iggad ade, e, pollice and medical rescue serv se r icces rv es.. Th Thee reeal a izat izzat atio ion io on of thi h s projject wi willl signififica c ntly cont co n rir bu nt b tee tow owar arrds a red educ ucc t onn in th ucti t e losss of liives vees an andd daama dama mage g to th ge thee he heal althh and ppro al alth rope ro ppeertyy of iinh nhab nh abiit an ab a ts,, vi visi sitoors and n eco c no nomi micc su subj bjec bj ects ec tss accttiivve wi with thin in tthe hee reg e ion. n TThhe Ju J ne n f looods, odds, whi h ch c aff ffec eecc tedd pa part rt ooff our ou reegi g on, caus used us edd dam mag agee ex exce ceed ce e inng th ed t hre ree bi re billllio ionn crrowns ow s. We part pa r t ic rt icip ipat ip ated at ed iinn th thee pr prep epar ep arat ar atio at ionn of a gov io over e nm er nmen entt mu en mu-nici ni cipa ci pall an pa andd re regi gionnal proope p rt rtyy reene newa w l prroggrraam an wa andd a pr prog o ra ram m foor thhe su s ppor ortt of acc ccom om mmo m daatit on in mu mu-nicipalities e affected by b thee des estr truc uctitivee fflo lood ods. s.

We provide ded the mayors r off Jeseení níkk na nadd Od Odro r u, Kuníín annd Ži Ž vo v tice u Novéh ého Jičína metho h dical, orggannizational and financiall aid during the co c nstruction of 32 family homes, which should pro r vide the inhabitant ta ntss of t he nt hese see municcippalities with new accommodation by the endd of tthi h s yyeeaarr.

One of the priorities of the current regional management is the development and support of education?

Yes, the developme meent of education in our region and t e creation of oppo th p rttunities for employing university po g aduaatess in gr i the he lab a or ab o marr keet as wel e l ass an ac a titve potential foor creaatingg jjobbs is anooth t her eerr pri pririor oorr itity. y. The y.

T he he sec econ on-on dary schoo o l netw work and the of of fe fer of educa ducati du caatition onal al fields in ouur re regi gion o aree hig ighl hly va hly variriried ed in sp s ite itte of tthi his, hi s, aann innovation is essentiiall. The T hee regio eeggio i na nall reequ quirirem quir rem emen ents en tss are re reefllec e tteed in t hi h s in inno noova vatitition onn and and nd it iss t he rres essul esul u t off cooooo pera pe r tit on bet ra e we w en t he reg egio ioon, n, sch choo oolss andd emp oo m lo loye yers ye rs. rs Forr th Fo t he 20 2009 009 09/2 9/2 /201 010 01 0 sc s hoool ol yea earr th t he ex the exis issting tiingg off ffer er bbyy soome sec some econ onnddaaryy sch choo hooolss was eexp x annde xp dedd by b add ddititt ioonaal fif iel elds reqqui el u reed bbyy t he h empplooymen ym ment ennt ma mark rket rk et.. et Channggees aarre allso Ch Chan s t ak a inng pl plac acee inn t he sch choo ooll an oo a d scchoool o ffac acililiittie ac i s neetw twor o k of our u reg e ion. eg ioon. n. T hee fun u da d me menntaal rea tal easo aso son on fo forr thhe co cons nsol ns o id ol idat atio at ionn of io of some om me or orga g ni ga niza za-za titions onns is maiinl nlyy thhe dr drop op iinn th t e nu numb mber mb er of 15 5 -y -yea earea r-ol roldd ol

sttudenntss in th thee ye year arss ttoo com ar me aass a res esul u t of dem e ograp gr aphi h c de hi deve v looppm ve meenntt,, a suurr ppllus u of th t e caapa p ci city ty as weellll as as thhe af a fifniity betwe ett weeen t he he pro rofe fess s io ss i n of offe fere fe redd re byy sch choo ools oo ls and emp mplo looye y r neeedds. s.

The Moravian-Silesian Region is continuing its extensive campaign for the development of tourism.

Can you mention any specific results and events that will follow in relation to this?

W th Wi t inn the he scoope pe of thhe pr prom mott ioon of tou o riism thee reegi gionn has a rea ealized an andd is i continu nuinng too rrea nu ealize zee a nu numb mber mb e of ac er a ttiivities in re r ceent n yeaars r , foor ex exam am mple the pprrojjec ect tititltled A Region of o Many Coolo lors rss and Oppo p rttun u itt ie ies, s which is directed tow s, wards proomo motion o al activities in th t e fielld of tou o rism in thhe Mo Mora raavi vian a Silesiian Region andd follows frrom sim mililar ar preeceedi ding n activities. The first projecc t waas launched ed in 20 2006 06 6 and was co-financed with Europpean fina n ncess froom th thee Common Regionaal Operation Pr P oggraam and and its activian tiess enddedd in Appriil 2008 08 8. TThhe f inancial dimens nsioon off the projecc t wa th was 6 million Czech cr c ow wns (85 8 % EU).

TThhis project is followed by th t e proj o ec e ts titleed Reegi g onn of Many Co C lors andd Oppor ortu t nities II (for thee per erio iod 20 008–201 0 0) witi h a budget of 30 million C zechh crownss thher ere is also an another titledd Use of Market eting Stt ra r tegy in tthhe Actiivaatit on o off To T uurr is ism II ((ffor th t he peeriiodd froom 20 2008 008 0 –2 201 010) 0),, wi w thh a 60 60 mi millllllio ioon Cz ion C ech ech crow ec crrow wns n bbud udge ud get, ge t, whhic whic i h ar a e in the he cou ours rsee of bbei eing ng realized an andd co cofinaancceedd withh Eu Euro rope pean an f in inan a cees ffrrom om the t h Regional Oper Op e att io ion Proogra ogram m (R (ROP) which add addds to a total of 90 milllilion Czzech zech ccro r wns. The proje ject goals ls are to ls inncr crea ease ea se t he pro se romo motitition mo o ooff to on tour uris ur ism is m inn t he M Mor o avviann Sile Si lesi sian an Reg egio ionn co conc ncer erni ning dom omesstiticc an andd fo foreiggn tour to uris ists ts w witithh cl clos osee co c operatt ion wi with th par arr t eerr s in ind artn n ividu vi dual a rreg egio iona nall to t urist area eas. Mar a ketiting n act ctt iv i itiees, s andd noot ju just st t he hese, are alre r adyy be bearinng fruit. t.. T he Mor o aviaanSileesian Region is graduually acq c uiring ng a bet ettter imag et a e, it is becoming bette ter know wn. n Thanks to the crisis, unemployment in the region is on the rise again. Does the regional management have the opportunity to help companies in our region to overcome this difficult period?

T e new political regional managementt ha Th h s de deccideed to renew discussions withh its social a partnerss becaaus use t hese weren’t satitisfactory in recent yearss and had a baasi s caally llly st s ag agnaate ted. d. Conse sseequ quen ueenntlt y th thee fif rs r t meet etiing in off tthe hee f ififteeen en-m -mem -m em mbe b r Econ Econnom o ic and nd Socia iall Ag Agre reere e ement me nt Boaardd toook pl plac acce inn JJun u e. un e. The T hee boa o rd rd was a madde up of reepr p es e en enta t atitive ta tati vvees of o t he Mor avviaann-Si Sile Sile lesi sian si an R Reg eggioon, rreepr epr p essen e ta tatitit vees of o lab abor uni n on onss an a d re repr pressen pr pres e taatitive v s ve o t he emp of mplo loye lo yers ye rss.

A si sixx memb xmeemb m er w wor orkk gr or g ou oupp wa wass al also so aapp ppoi pp oiint nted ed aat thee fifirs th r t me rs m etin ett inng, g w who hose ho se t as askk is to pr prep epar ep aree sp ar spec ecififf ic ec p ooppos pr possal a s fo forr sh s ortor tor t-te term te rm m cririsi s s me si meaas asur ures es for es o t he h Moora ravi viann-S vi Silles esiaan Reegi esia gion onn andd to prrep epar arre th t e appr apppprroo p iate pr iaate te backg ackggrroouunnd de ac d tail taaili s fo f r a me meett in ing wiithh rep epre resent se ntat nt ativ at t ivves of the thhe Cz Czec e h go ec gove veern rnme ment me ent nt..

By Jar a ossla l v Pa Pala l s la P essid Pr iden e t off the Mor orav avia av iaan--Si S lesi leesi sian an R Reg egio eg ioon

ZEPTALI JSME SE HEJTMANA

Moravskoslezského kraje Jaroslava Palase Strategie rozvoje Moravskoslezského kraje a možnosti spolufinancování z fondů Evropské unie jsou jedny z hlavních témat současnosti.

Finanční krize má logické důsledky, které se odrážejí v investičním rozhodování vedení kraje. Můžete zmínit některé významné připravované, nebo již probíhající investiční projekty?

Pozo Po zornnos o t naadá d le souustřeďu ďuujeemee nnaa naapl p ňoováání prog ram gr am amov movv ýc ý h pr prio ioriririt,t,t, pokra io raču č jeme mee v hhle leedá dání n úsppor orný ných ný chh řřeš ní přiř prr av še avov ovan ov anných ých i za ýc z lo lože žený že ných ný chh proojeekt ktůů a ussili uj ujem eme em eme o ma ma xi x máální lnní za zapo pojo po joová v ní n ppenězz z evr vrop oppsk skýc ý h fo ýc f nd ndůů doo proc pr ocesu innvee st oc s ov o án ání.í.í.

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Z velkých akcí, které probíhají, mohu zmínit budování Integrovaného bezpečnostního centra. Jde o vytvoření jednoho operátorského střediska, společného pro všechny složky integrovaného záchranného systému, tedy hasičského záchranného sboru, policie a zdravotnické záchranné sl s užby kraje. Realizace tohoto projektu v konečn ne nečn čném m efe fekt ktu významně kt n přispěje ke snížení ztrát na živo ži vooteech ch, zd ch, zdra raaví a majet etku et k občanů, návštěvníků a ekoku nomi no m ckýc mi ckk ýc ý h su s bj bjek ektů ek tů ppůůs tů ůs bíc ůsob ícíc í h v re íc r egionnu. u Čerr vno Če noový vými m ppov mi o od odně n mi, jjeež za z sá sáhl áhl hlyy čá č ást část s úze zemí m našeho mí kraj kr a e, byl aj y y na napá p chhán pá ányy šk škod ody, ppře od řee sa s hujíjíjící c t řii m cí milililia iaard r ddyy ko k ru run..

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Ano, An o, rroz ozvoj vzděla oz lano la nost stt i v na naše šem še m kr kraj aji a vy aj v y tvvoř ořen eníí ša en šanc ncee nc k up upla latn la tněn tn ě í absolvenntů škkool na ttrh ěn r hu pr rh rhu prác ácee a ak ác aktititivn vnní moožnoost nost s vyt v yt y t vááření pracoovnníc í h mí místt je da dalš lšíí na lš našíí pri pririor r ior oritittou ou.. Sí Síťť stře st ředn dníc íchh šk š ol a nabbíddka k oobo boorrůů v zd zděl ělán ěl á í v krr aj án ajii js jsou ou vellmi mi pestré, přř es e to je jejijiich ch ino nova vaace nez vac ezby ez by náá.. Odr bytn by dráž ážíí se áž s v ní potřeby rreegionu a je v ýs ýsle led le edkem spolupr prác ácee kr ác kraj ajee se aj se školami i zamě m stnaava vate teelili.. Pr o školní r ookk 200 009/ 99//20 2010 10 byla stávaajíjcí nab a íddkkaa něk ěkte t rý te r ých stř rých s třed ř eddní ních chh ško škool ro rozš zšířířř en enaa o další oboor y požado dova do vané né t rrhhem m prá ráce cee.

Změn Zm ěnyy nastávajíí ta ěn také kéé v sítí i šk š ol a šško kols ko lský ls kých ký ch zzař ařř ízen ízízen eníí naše na šeho še ho kr aje. Zásaadn ho d ím m dův ůvod odem em sslo louč lo uččen eníí ně někt kter kt erýc er ýchh ýc orga or gani ga niiza zací cí je předev cí e ší ev ším m pookl kles es ppoč očtu oč tu 115l 5let 5l etýc et ýchh žá ýc žáků ků v př příš íštítíích něk íš ěkol o ika ikka leeteechh v důs ůsle ledk le dkuu de dk demo mogr mo graf gr afic af ické ic kého ké ho vývo vý v je je, dá dále le nad adby byttečné kaapa by paci city ci tyy ob ty, obor orov or ováá př ov příb íbuz íb uzno uz nost no st škol a ppot šk škol ottře ot řřeeby eby zam z am aměs městn ě s tn ěs tnav nav avat atel at atel elů lů. ů.

MSK pokračuje v rozsáhlé kampani na rozvoj cestovního ruchu. Můžete zmínit již konkrétní výsledky a akce, které v této souvislosti budou následovat?

V rámc mcci po poddporyy ce cest s ovvní st ního h r ucchu kkra ho raaj re real alliz izov ovval

a realizuje v posledních letech řadu aktivit, např. projekt Kraj mnoha barev a příležitostí, který je zaměřen na propagační aktivity v oblasti cestovního ruchu Moravskoslezského kraje a navazuje na obdobné předchozí aktivity.

První projekt byl započat v roce 2006 za spolufinancování evropských prostředků ze Společného regionálního operačního programu a jeho aktivity skončily v dubnu roku 2008. Finanční objem projektu 6 mil. Kč (85 % EU).

Na tento projekt navazují projekty Kraj mnoha barev a příležitostí II (pro léta 2008–2010) o objemu 30 mil. Kč a Využití marketingové strategie v aktivitách cestovního h r chhu II (pro léta 2008–2010) o objemu 60 mil. Kč, které ru j ou js o v plnném pro rooudu du re real alizizac acee za spo p lufinancovánní evrops ev pskýých pský ps ch ppro roost s tře ředk ře dkůů z Re dk Regi gion gi onál on á ní n ho h ope peraačn č íh íhoo prog r am gr amuu (R ( OPP) o ce celk lkkov ovém m oobj bjem bj emu 90 mili . Kč em Kč.. Cí Cíle leem proj pr r oojjek e tůů je si siln lnná pr p opag agac a e ce ac cest stov st ovvní ního h ruc uchu huu v Mor orav avvs ossleezs sk z ké k m kkrr ajji sm měr ěrem em m k dom o áccím i z ahhraani ničn ičn čním ím t ririst tu s tům st m z a úz úzké kéé sspo p lu po l pr pr ácce s paart r tne t nery nee y z jeddno n tltliv ivv ýc ýchh ttuurist rir ist stic iccký kých c oblas ch blass tí krraaje bl j .

Maarrkket M e ingo goové v akt k ivviti y a neeje jenn tyy nes e ou o jjižiž své ovo v cee.

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Nezaměstnanost v kraji se díky světové krizi opět zvyšuje. Má vedení kraje možnost pomoci podnikům v našem regionu překonat toto nelehké období?

Nové No véé ppol oollititic i kéé ved ic e en eníí kraj krr aj ajee see rozzhodl d o obbno n vi vitit di d aallogg see soc soc ociá iáln iá áln lním ímii pa ím part rtt ne rtne nery ry,, pr ry prot otož ot ožee ně ož něko kooliik le lett neeprr ob o íhhal al u pooko us kojijij věě a v pod odst dst stat a ě st at stag agno ag nova no val.l.l. V ččer va e vnnu see pro r too u kkuutteečn us čnilililoo prvn pr vnní zzaase pr sedá dáníí ppat dá a ná at náct ctt ič i le lenn nnéé Raadyy hos o poo dářské k a soocciá iáln lníí dooho ln hody dy,, slož dy složžen sl enéé se s z áss tu t pc pcůů M Moorraavs vsko koko s ezsk sl s éhho kraj a e, z ass tuupc p ů od odbo boorové roové orggan anizizi ac ace a zá zást ást s tuppců ců zamě za měě st stna n vaateelůů.

Na pprv rvní rv ním ní m za zase sedá se edá dání níí bbyl yla také yl taaké ust stan anov an oovven e a še š stt ič ičle lenn le enn nná prac pr acov ac ovní ov n ssku ní kupi ku pina pi na,, kt na kter eráá má zzaa úk er úkol ol zzpr p acov pr accov ovat att kon onkrét krét kr étní ní návr ná vrhy vr hyy kkrá r tk rá tkod oddob o ýcch kr krizizzov ovýc ýchh op ýc opat atře at ření ře ní ppro ro Mor orav avsk av skooslez sl lez e sk ský k ý kr kr ajj a přiř pr prav a it přříísl av s uššnýý poddkl k ad ad proo jeddná n níí s ppřř ed edst stav avvitielli vl vláády ČR Č .

Jaarroossllav av Pal alas as h jttman he maan M Moora ravvsskoosl slezzskkéh éhoo krrajje

Hukvaldy Castle

S pppor Su orte ters te rs and Genner eral al Par artn tner tn erss er of M Mor orav avia av iania n-Si nSSiileesi s an a Reg egio ion: io n:

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moravian-silesian region

Oskar Henningsson, Sweden, Winner of the Tournament

For the first time in twelve years the top sporting golf event – the European PGA Tour – returned to the Czech Republic and the event was aresounding success. Golf has become very popular recently as the 2009 Moravia Silesia Open tournament presented by ALO diamonds proves.

Almost twenty thousand golf fans watched with interest the outstanding performances of one hundred and fifty-six professional golfers from twenty-seven countries worldwide. The tournament was held at the Prosper Golf Resort in Čeladná which offers both domestic golfers and PGA European Tour players premium and high quality facilities, including two championship 18-hole courses.

The tournament was won by Sweden‘s Oskar Henningsson, who played 275 shots in four rounds for a 13 under total.

The unknown Swedish, who recently had entered European PGA Tour, managed to beat many more experienced players such as Miguel Ángel Jiménez – the face of the tournament and designer of the course, Chris Wood who finished at the third place in the British Open and Alex Čejka – a Czech golfer based in Germany. This tournament held in the foothills of Beskydy was a turning point in Henningsson’s career and he will surely remember Čeladná as his first PGA championship.

Top Sporting Golf Event at Čeladná

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From left: Stanislav Pros, Promoter, Quirit Alfa, a.s., Petra Němcová, Model, Aleš Buksa, Promoter, Quirit Alfa, a.s., Marek Eben, Moderator, Alojz Ryšavý, Owner, ALO Diamonds and Dr. Vivek Ojha, Indo Czech Chamber of Commerce

From left: Alojz Ryšavý, Owner, ALO Diamonds, Alexander Flanagan, Promoter, Quirit Alfa, a.s. and Miguel Ángel Jiménez, Spain, Golf Player and Ambassador of the Tournament

Petra Němcová, Model with world´s most expensive golf ball

Alex Čejka, the best Czech born Professional Golf Player

Ignacio Garrido, Spain, Golf Player

Chris Wood, British Golf Player

more photos and electronic version available on www.leadersmagazine.cz

From left: Miguel Viador, Director of the Tournament, Pavel Hlavinka, Vice President for Corporate Customers, Vodafone, Alojz Ryšavý, Owner, ALO Diamonds, Aleš Buksa, Promoter, Quirit Alfa, a.s., Alexander Flanagan, Promoter, Quirit Alfa, a.s., Jaroslav Palas, President of the Moravian-Silesian Region and Oskar Henningsson, Winner of the tournament

An interview with Čestmír Pail, Chief Executive Officer of PIKE Electronic

TECHNOLOGICAL

OPENNESS IS CRUCIAL

Aftter graduation from the Faculty of Electrical Engineering, Czech Technical University in Praguue in 1989, Čestmír Pail started to work in ressearch. Three years later he went over to the post of an IT manager and since then he has continuued to work at manageerial positions. In 1999 hee became the director of information technologies department at the Ministry of Foreign Affairs off the Czech Republic. He worked there on the acccess of the Czech Republic to the systems of the EU and in the Council of the Government for State Information Policcy. In 2004 he became thee main IT architect in CEZData company, member of the CEZ Group. Since 2007 he has been CEO of the Czech com mpany PIKE Electronic.

Phhooto: PPho oto:: Vl Vladi Vlad adi dimír mírr W Weeiss ss

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PIKE Electronic celebrates 18 years of its existence this year. How were the beginnings?

PIKE Electronics was founded by Josef Fischer in Prague in 1991. Its beginnings were not very easy, but in the end, the company managed to break through also in thhe world. We began with 20 people; nowadays we have about 200 employees. 90 per cent of them work in IT. What products do you offer?

Our first product was process automation focusing on services linkeed with technologies in particular of rolling plannts and iron processing plants. We offer proceess IT support and models by which we are unique. In models, there is knowledge on how the iron behaves during processing, casting, and rolling. Nowadays this product represents thee third business unit of our company.

What are the other business units?

Currently, PIKE Elecctronic consists of five business units that off fer very different services. The first business s unit focuses on the creation of databases and information systems in health insurance. Wee created, for instance, the information system m of the General Health Insurance Company VZPP CR, we are working on databases in Oracle orr in Progress. Today we cover 75 per cent of the Czech market. Health services connected with IT make up the second business unit. Thiss business unit has been launched recently and concentrates on hospit als, on health as such. We bring our know-how into the firm. The fourthh business unit is business intelligence. Thesse are management information systems, data-storage, and creation of large database appliccations. We work mainly with Oracle technologyy. However, because we

are a small company and a operate independentlly, we can also workk with IBM or Microsoftt technnologies. The fifth division is Integration whichh is very modern ITT discipline. Within this unit we cooperate with TIBCO, T American companyy, where we are one of o the biggest partners in Ceentral Europe. If I doo not take into accountt big companies, we are the firm that has the mostt professionally edducated independentt TIBCO O consultants in EEurope. We cooperate with IBM or Oracle as weell.

You star started r ted to work in PIKE Electronic in 2007. It w was as related reelated to the new strategy of pany. W hat wa the comp company.

What was this strategy based was your yoour task? task on? What was Thee strategy was baseed mainly on the companyy’s growth. It was particularly about the enhanccement of the managgement in order to prepare for new services annd focus on specialised activities in IT. My main taask was to increase the awareness of PIKE Electronic within the IT market inn the Czech Republicc as well as abroad and get thhe firm into the elitee company of TOP 100 IT firm ms. We succeeded in it last year and PIKE Electtronic was placed 75 5th.

Although is a Czech comAlthou ughh PIKE Electronic Electr pany, you yoou started startted to offer your MakeDoc product firstly firrstly in the US US. Now you decided to Czech and Eu enter thee Czech European market. Why? MaakeDoc is based on TIBCO technologyy whichh is rather expenssive and demanding.

Know wledge of people whho work with this technologg y is very high. The main supplier of integratioon technologies at tthe American market is TIBCO O. We have a groupp of people in our companyy who started to woork with TIBCO technology while working on tthe project connected with the integration for our Czech client. Then we innvented MakeDoc in order to ease the workk for ouur developers becauuse this application can autom matically generate documentation from thesee projects. So we tried the application and checked that it works.

At the same time wee found out that there is noo such product in thhe world. For that reason we decided to sell this t application at the Amerrican market. We caame to the TIBCO Userr Confeerence – TUCON where we introduced it.

Theree was a big interestt in this product. Then we made a promotion campaign and started enterring the American market. m And we are doing quite well there. Cuurrently we have been negotiating directly withh the TIBCO companyy that it could use MakeD Doc as its own tool forr documentation. As we were expanding, we developed MakeDoc forr other platforms than TIBCO O’s, in particular for f platforms that are moree common not onlyy in the Czech Repub-

lic, but also in Europe. And that is why we are entering European market now.

Is there an interest in this product in Europe?

Considering that it is a highly demanding and quality technology, not all companies can afford it. We are successful in promoting the product among big operators and in some cases we also sell it.

In which countries do you operate?

Within process automation we operate all over the world. We have projects in Japan, China, Indonesia, India, Russia, Ukraine, Czech Republic, Germany, US, South America. We cannot say that our products do that. We are a service company; we provide services, so the dominant services are connected with the services at places. Someone comes and says that they need automation of ironworks, and the result is a functioning ironwork.

Do companies refer to you themselves?

During the last fifteen years we kept in the background and did not go forward by either advertisement, or marketing. We did not want to do that. We provided our services to big engineering conglomerates. Currently we have turned to primes a lot. In July we won a tender in South Africa where we competed as a prime.

That means we take part in tenders on services supplies, but sometimes we are approached by foreign companies directly.

How has economic crisis influenced your company?

The impact is not as strong as we thought.

Of course we can feel it. However, we remain on the last year’s turnover, and we consider it a success.

In connection with the economic crisis a lot of firms refuse to employ graduates.

What is the situation in your company?

We recruit the majority of new employees from universities’ graduates, especially from Palacky University in Olomouc. Some students at this university cooperate with us since their second or third year of studies. We can educate these people. Besides they mostly have a very novel view of the world. When there is an important and demanding task, we of course have to take applicants who have some long-term experience. At the same time we cooperate with Palacky University on the organization of conferences concerning new methods in data assessment. It was just this university where a new method – the analysis of conceptual relations, has been used on data analysis successfully. It is a new approach to data evaluation, and it seems that this method could be utilizable in practice very well.

Is the adoption of a common European currency important for your company?

Not particularly. Half of our customers arre from the Czech Republic, half from abroad. This means that differences in the exchange ratte sometimes cause problems to us, another tim me they help us. So the adoption of the Euro doees not represent any significant change for us.

Why did you move from the Ministry of Foreign Affairs to the private sector?

I worked at the ministry for six years. It takees about five, six years than you can learn everything in the firm, and after those five, six years you have nothing to bring to the firm. So thhe change is sometimes good both for the firm annd for the man who holds the managerial posst.

It was entirely my decision to move from thhe ministry to business. However, I like remem mbering the time I was working at the ministrr y.

It was a very nice and interesting work, primariily by the extent of the IT. It was mainly about communication, abouut connecting embassies. It was the time wheen the Czech Republic entered the NATO and EU U, and we were responsible for linking up thhe systems. It was challenging in the fact thaat the systems of old and new member statees were different, especially the work with reestricted documents. For instance, what waas accessible in France or in the UK, it was noot accessible in our country. Besides there waas no example according to which we could work.

There was an excellent team of people. Theey not only understood the issue very well, buut they were able to apply it in the legal jungle that was here.

What are your future plans?

We are preparing a lot of new applicationns of MakeDoc. Today we have MakeDoc foor TIBCO, MakeDoc for webMethods, and we arre developing MakeDoc for Oracle. We are thinking about two other integration applicationns for which we could use MakeDoc. This is within the IT. In the process automation we are preeparing a big project on which we got grant form the Ministry of Industry and Trade of the Czecch Republic. This project should integrate proocesses of metallurgical companies into onne environment. It is an ambitious project. We haven’t found out whether there is anyboddy else in the world doing it.

By Zuzana Kasáková ■

český překlad naleznete v elektronické verr zi magazínu na www.leadersmagazine.cz

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IN COOPERATION WITH LEADERS MAGAZINE

in the spotlight

Midsummer farewell party given

by Magdalena SouÄ?ek and Gerd Stuerz for Jaap and Leny Aardse, who are returning to the Netherlands after 15 exciting years in Prague. With their hearts always in Prague they will come back to visit their friends and enjoy the arts.

Farewell speech from Jaap Aardse, former CEO, Philips (ret.)

FAREWELL TO

JAAP AND LENY AARDSE

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From left: Leny Aardse, Visual Artist, Oldrich Uttendorfsky, Hon. Consul General of the Czech Republic for the Netherlands and Inger Raeder, wife of Ambassador of Norway

Gerd Stuerz, Senior Partner, Ernst & Young and Magdalena Souček, Country Managing Partner, Ernst & Young

From left: Wilma Reijn, Project Manager and Leny Aardse, Visual Artist Stuart Amesbury, CCS Consulting Ltd. and Irena Brichta, Brichtas Partners, Business Consulting

From left: Spiros Germenis, Director, Castle Blatna, Leny Aardse, Visual Artist, H.E. Peter Raeader, Ambassador of Norway, Mrs. Jana Germenis, Director and Owner of Castle Blatna and H.E. Vicente Espeche Gil, Ambassador of Argentina

From left: Martina Hušková, White Light and Mgr. Tatiana Čechovská, Managing Director, Panart

From left: Splinther van Everdingen, Director Blonde Breeding, Zebraky, Leny Aardse, Visual Artist and Gerd Stuerz, Senior Partner, Ernst & Young

From left: Jeniffer Potter, Writer & Editor, Jiwon Shin, Creative Director, Firefly, Marilyn Wyatt, Lawyer, wife of H.E. Cameron Wyatt, US Ambassador to Serbia and Tuni Espeche Gil, wife of Ambassador of Argentina

From left: Marian Svejda, News Corporation, Leny Aardse, Visual Artist, Jan Valdinger, Coach/Consultant and H.E. Vicente Espeche Gil, Ambassador of Argentina with his wife

From left: Leny Aardse, Virtual Artist and Olga Valtrova, Owner of 5-star Old Town Square Hotel From left: Daniel Spicka, Architect, Jan Valdinger, Coach/Consultant, Viktoria Spickova, wife of Daniel Spicka and Benke Aikell, your Publisher

From left: Ia Gunnarsson and Thorir Gunnarsson, Councelor of Iceland, Marilyn Wyatt, Lawyer, wife of H.E. Cameron Wyatt, US Ambassador to Serbia and Leny Aardse, Visual Artist

Viktoria & Lucy Spickova, mother & daughter singer From left: Jana Germenis, Director and Owner of Castle Blatnรก and Leny Aardse, Visual Artist

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Farewell to Jaap and Leny Aardse

From left: Leny Aardse, Visual Artist, Splinther van Everdingen, Director Blonde Breeding, Zebraky, Jaap Aardse, former CEO, Philips (ret.) and Helena Leisztner, Artist/Fashion Designer

From left: Mrs. Lenka Žáková, Regional Manager, Karel Hemmer, District Manager, Mrs. Blanka Šteffanová, Provincial Director, Jiří Šteffan, Business Director – statutory, Mrs. Magda Knížková, Regional Manager, Jaroslav Knížek, Executive Director, Mrs. Jana Blaschkeová, Financial Director, Jan Blaschke, General Manager – statutory, Zdeněk Pelc, Regional Manager, Mrs. Jana Lopauerová, Regional Manager, Mrs. Michaela Pelcová, Mrs. Michaela Pekařová and Eduard Pekař, District Manager

anniversary event

IN COOPERATION WITH LEADERS MAGAZINE AND AFIZ – ASSOCIATION OF FINANCIAL INTERMEDIARIES AND FINANCIAL ADVISERS OF THE CZECH REPUBLIC

Effectconsulting Is Celebrating

15 Years on the Market Effectconsulting has concluded 15 years on the Czech market of Financial Advice. On this occasion the management of the company has organized a Gala Evening at the Chateau Hrubá Skála where they met with their teams of Financial Advisers. Most of their Advisers have been working for the company since its establishment. The stable team of advisers has always been the biggest asset of Effectconsulting, company providing comprehensive services of personal and family financial advice. The management of the company, including both owners Jan Blashke and Jiří Šteffan, rewarded the most successful team leaders and expressed thanks to all colleagues for long term excellent business results, which are assuring dynamic development of the company in coming years.

From left: Jiří Šteffan, Business Director, Eduard Pekař, District Manager, Jaroslav Knížek, Executive Director, Jan Blaschke, General Manager, and Zdeněk Pelc, Regional Manager

From left: Jiří Šteffan, Business Director, Jan Blaschke, General Manager and Jaroslav Knížek, Executive Director

more photos and electronic version available on www.leadersmagazine.cz From left: Mrs. Michaela Pelcová, Zdeněk Pelc, Regional Manager, Jan Blaschke, General Manager, Mrs. Magda Knížková, Regional Manager, Jaroslav Knížek, Executive Director, Mrs. Michaela Pekařová, Eduard Pekař, District Manager, Jiří Šteffan, Business Director, Mrs. Blanka Šteffanová, Provincial Manager, Karel Hemmer, District Manager, Mrs. Lenka Žáková, Regional Manager and sitting from left: Mrs. Jana Blaschkeová, Finance Director and Mrs. Jana Lopauerová, Regional Manager

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eduacation – cross cultural conference IN PARTNERSHIP WITH LEADERS MAGAZINE Ismayil Khayredinov, Conference Director

In July, cca 100 participants of university age, from every corner of the globe came to Prague to attend the week-long IYLC. Since 2001, around 2000 participants to the IYLC have been brought into multi-cultural situations where they were given the opportunity to speak in front of a large group of their peers or debate important international issues. Participants meet top local leaders in their respective fields during speaking events, panel discussions and important social events. IYLC supplies the tools, the situations and the guiding hand but it is up to each individual to get as much out of the opportunity as possible.

With the help of their partners and speakers, the IYLC will concentrate on a range of important global issues, including international security, responsible leadership, international law and justice, media and environmental sustainability. The participants paid visits to the Senate of the Parliament of the Czech Republic, Anglo-American University and various foreign Embassies to the Czech Republic.

18 International Youth Leadership Conference th

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Participants of the 18th International Youth Leadership Conference

From left: Alan Krautstengl, PhD., President, AngloAmerican University, Martina Hušková, WhiteLight and Paul Pacey, Photographer, WhiteLight

From left: Hoda Jaberian, Islamic Republic of Iran, Alyssa Silva, Australia, Ella Pope, Australia and Karen Tse, Australia From left: Shavit Ben-Arie, Israel and Davey Kim, Canada

From left: Dr. Hana Vidrmanová, Vice President, University Advancement, Anglo-American University, Bc. Radka Janečková, Marketing & Admissions Manager, Anglo-American University and Mirko Lachman, Senior Advisor, Leaders Magazine

From left: Taiwo Otenyi, Nigeria, Shariq Noor, Pakistan, Jayaraman Subramanian, India and Suvir Sidhu, India

From left: Layusa Isa-Odidi, Canada, Sunayana Iyer, United States, Elena Fermanis, Australia and Frankie Skripal, Canada

From left: Anne Charlesworth, Deloitte, Grany Davis, Swaziland, Ruhi Jhunjhunwala, India and Catriona Duncan, United Kingdom

From left: Marin Yovchevski, Counsellor, Embassy of the Republic of Bulgaria and Wei Shawn Sim, Singapore

Ta Dasom Song, Republic of Korea

From left: Ismayil Khaysedinov, Conference Director, Mirko Lachman, Senior Advisor, Leaders Magazine, Tomáš Gregořica, Marketing Communications Manager, Mediatel, spol. s.r.o. and Ivan Vlasyuk From left: Gohar Mamikonyan, Armenia, Shavit Ben-Arie, Israel and Angela Khakali, Kenya

Rea Nina Ocfemia, Philippines and David Bernal, Panama

18th International Youth Leadership Conference 120

From left: Sunayana Iyer, United States, Ella Pope, Australia, Ariana Sarah, Indonesia, Kaneesa Ebanks, Cayman Islands, Jayaraman Subramanian, India and Grany Davis, Swaziland

Summer of

culture event

Prague Symphony Orchestra On the 28th of June, Prague Symphony Orchestra was playing the concert on the occasion of symbolic handover of the EU Presidency to Sweden, which was the part of the Smetana Litomyšl Festival.

In July, Prague Symphony Orchestra went on tour to Slovenia and Serbia.

Under direction of Chief Conductor Jiří Kout, PSO played Leoš Janáček´s Ouverture to Káťa Kabanova, Dvořák´s Cello Concerto and 9th Symphony.

The soloist of the concerts was young French Cellist Gautier Capuçon.

Photos: Dagmar Kneřová

Gautier Capuçon (in the middle) with Orchestra

Leif Segerstam, Conductor of the concert in Litomyšl, at the rehearsal

Gautier Capuçon, Cellist

Jiří Kout, Conductor

Prague Symphony Orchestra

IN COOPERATION WITH LEADERS MAGAZINE

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culture event

IN PARTNERSHIP WITH LEADERS MAGAZINE

From left: PhDr. Ondřej Černý, General Director, National Theatre, Michal Dočekal, Artistic Director of the National Theatre Drama and Jan Antonín Pitínský, Director, Radúz and Mahulena

RADÚZ A MAHULENA On the 18th of June, Zeyer’s dramatic poem Radúz and Mahulena, directed by J. A. Pitínsky reappeared on the scene of the National Theater. The play portrayed one of the most beautiful love stories which the Czech stage knows. Through the visual scene, there are classical fairy-tale motives interconnected with a mythological heritage.

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Mrs. Pavla Beretová and Vojtěch Dyk in the title roles of Radúz and Mahulena

From left: Antonie Talacková (Živa), Eva Vrbková (Prija) and Pavla Beretová (Mahulena)

From left: Petr Šimerka, Minister of Labour and Social Affaris and Zdeněk Prokeš, Internal Relations, National Theatre

Vojtěch Dyk (Radúz)

From the performance Radúz and Mahulena

The role of Runy (Mother of Mahulena) was presented by Johanna Tesařová

From left: Vojtěch Dyk, Johanna Tesařová and Pavla Beretová

Mrs. Pavla Beretová (Mahulena)

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culture event

On the farewell gala evening of the past theater season 2008/2009 guests enjoyed Bohemian Blues Band „Stan the Man´s“

The End of Season On the 24th of June at Žofín the farewell of the previous season 2008/2009 took place. Not only employees but also partners of National Theater and other important guests said goodbye to the 2008/2009 season during a societal meeting on June 24.

124 Václav Pačes, former President, Academy of Science of the Czech Republic with his wife

Guests enjoying the reception

culture event

IN PARTNERSHIP WITH LEADERS MAGAZINE The last production of the 2008/2009 season in the National Theatre was the ballet performance, Triptych Extreme, of the remarkable Czech creators Jiri Kyliana and Petr Zusky. Thanks to this premiere, the National Theatre returned to the new scene after 16 years. All photos are from the performance.

EXTRÉM

Press conference under reconstructed curtain call in the National Theatre

culture event

On August 26, a press conference on behalf of the opening of the 127th season took place in the National Theatre. There, for the first time, the newly reconstructed Hynais’s curtain was introduced to the public. The reconstruction was possible only thanks to the exceptional donation from Dr Dadja Altenburg-Kohl, the businesswoman and founder of DrAK foundation.

Press Conference of the Openning of the 127th Theatre Season of the National Theatre

Acknowledgements of the Director of National Theater Ondrej Černý to the benefactress Dr. Dadje Altenburg-Kohl

Detail of the curtain call

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Tomáš Záhoř, Head of restoring stuff, Artist

Restoring stuff at work on the curtain call

diplomatic event

At the end of July the 188th anniversary of Peru independence took place, within which the Embassy of Peru prepared a plentiful program for their guests.

Firstly guests attended a mass in the church of St. Jiljí and after that the official reception was opened in the frater of the Dominican Monastery in Prague.

IN COOPERATION WITH LEADERS MAGAZINE From left: H.E. Alberto Salas Barahona, Ambassador of Peru and Professor Václav Klaus, President of the Czech Republic toasting each other with Pisco Sour, Peruvian national drink

NATIONAL DAY OF PERU

188th Anniversary of the Independence of Peru

Té-Deum Mass for the 188th Aniversary of Peruvian Independence, St. Jiljí Church, Prague

more photos and electronic version available on www.leadersmagazine.cz

Apart from the members of the diplomatic corps, ministers, deputy ministers, Czech senior government representatives, mayors from various cities, entrepreneurs and academics, this event was honored with the presence of Mr. Václav Klaus, President of the Czech Republic, who, for the first time after seven 127 1 12 27 years of his tenure as President of the Czech Republic attended a celebration of a National Day of a Latin American country.

From left: Mrs. Iva Drebitko, President of Triga, H.E. José Luis Bernal Rodríguez, Ambassador of Mexico, Mrs. Eliška Hašková-Coolidge and Peter Jan Kalaš, former Minister of Environment of the Czech Republic with his wife

H.E. Catherine Von Heidenstam, Ambassador of Sweden and Jindřich Forejt, Director of Protocol, Office of the President From left: Thomas Hafermann, Director of the Peruvian Gold Exhibition at the Prague Castle, H.E. Alberto Salas Barahona, Ambassador of Peru and Prof. Václav Klaus, President of the Czech Republic

Mrs. Eva Anderová, Director of the Department of European Union and International Relations of the Ministry of Finance of the Czech Republic and Luis Enrique Suárez Palacios, First Secretary of the Embassy of Peru

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National Day of Peru

From left: Peter Palečka, former Czech Ambassador to UN in Geneva and now Director of Komerční banka with wife Zuzana Palečková and H.E. Alberto Salas Barahona, Ambassador of Peru

From left: H.E. Alberto Salas Barahona, Ambassador of Peru, Prof. Václav Klaus, President of the Czech Republic with the Peruvian dancers of „Marinera“, Ms. Verónica Drozen and Mr. Boris Barreto

From left: Dimitrio Papantonakis, husband of Ambassador of Uruguay, H.E. Koray Targay, Ambassador of Turkey, H.E. Diana Espino de Papantonakis, Ambassador of Eastern Republic of Uruguay and H.E. Qazim Tepshi, Ambassador of Albania

From left: Joseph Drebitko, Chairman/CEO of Activ a.s., Mrs. Iva Drebitko, President of Triga, H.E. Alberto Salas Barahona, Ambassador of Peru and Mrs. Norfa Salas Barahona, sister of the Peruvian Ambassador

From left: H.E. Arturo Lauclaustra Beltrán, Ambassador of Spain, H.E. Regina Irene P. Sarmiento, Ambassador of the Philippines and H.E. Chikahito Harada, Ambassador of Japan H.E. Alberto Salas Barahona, Ambassador of Peru and Mrs. Edita Hrdá, Director of the Cabinet of the Minister of Foreign Affairs of the Czech Republic

H.E. Alberto Salas Barahona, Ambassador of Peru and H.E. Leda Lucía Martins Camargo, Ambassador of Brazil

From left: H.E. Amal Mostafa K. Mourad, Ambassador of Egypt, Mary Thompson Jones, Chargé d´Affaires of the Embassy of the United States of America with husband Harold and Stefan Gallon, Chargé d´Affaires of the Embassy of Germany

Administrative staff of the Peruvian Embassy and guests from Peru, from left: José Machuca, Ms. Karina Guadalupe, Ms. Martina Hrdličková, Mrs. Ivana Plašilová, Ms. Michaela Otýpková, Mrs. Lenka Jagošová, Ms. Miriam Jara Caballero and Ms. Susan Tipula

diplomatic/ religious event

IN PARTNERSHIP WITH LEADERS MAGAZINE

Commemoration

From left: H.E. Yaakov Levy, Ambassador of Israel and H.E. Most Reverend Diego Causero, Titular Archbishop of Grado, Apostolic Nuncio, receiving a gift from the Ambassador

of the Visit of Benedict XVI to Israel On July 16th, 2009 at the Prague residence of Israeli Ambassador Yaakov Levy, more than 40 distinguished personalities commemorated the recent visit of Pope Benedict XVI to Israel. The gathering was honored by the presence of His Excellency Diego Causero, Apostolic Nuncio to the Czech Republic.

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The Medal

From left: ThDr. Jaroslav Šuvarský, PhD., Dean, The Orthodox Cathedral of SS. Cyril and Methodius and Mgr. Eva Šuvarská, Deputy Director, The Orthodox Cathedral of SS. Cyril and Methodius

From left: H.E. Jan Pastwa, Ambassador of Poland, H.E. Regina Irene P. Darmiento, Ambassador of the Philippines and Daniel Megiddo, Minister, Embassy of Israel

From left: H.E. Yaakov Levy receiving a gift from H.E. Most Reverend Diego Causero

From left: doc. ThDr. Martin Prudký, Dean, Charles University in Prague, Evangelic Theological Faculty and Prof. Jan Sokol, Vice Dean for Foreign Affairs, FHS, Charles University in Prague

From left: Ludmila Marie Haller-Jeníková, Israel, travels, lectures, seminars, MUDr. Darina Sedláčková and Tomas Kraus, Executive Director, Federation of Jewish Communities in the Czech Republic

As a token of goodwill, Nuncio Causero received from H.E. Levy one of the mementos of the visit – beads blessed by Benedict XVI. In their speeches, H.E. Levy as well as H.E. Causero highlighted the importance of the solid and vibrant relationship between the Vatican and Israel. Ambassador Levy recalled the crucial moments in Catholic – Jewish – Israeli relations, such as the famous visit of John Paul II to the Grand Synagogue in Rome where he pronounced ‘Siete gli fratelli Maggiori’.

From left: H.E. Most Reverend Diego Causero, Titular Archbishop of Grado, Apostolic Nuncio, Jan Karel Schwarzenberg, former Minister of Foreign Affairs and H.E. Yaakov Levy, Ambassador of Israel

“Recognition of Jewish aspirations in the Land of Israel were further expressed by Pope Benedict XVI upon receiving the credentials of my colleague as Ambassador to the Holy See in May 2008 stating – ‘The Holy See joins you in giving thanks to the Lord that the aspirations of the Jewish People for a home in the land of their fathers have been fulfilled,’” H.E. Levy said. “The visit of Benedict XVI to Israel in May 2009 had, in our perspective, historical, political and religious importance,” Ambassador Levy added. The event presented an opportunity to a very colorful mosaic of guests to share their views, philosophies and personal experiences. The gathering was attended by former Minister of Foreign Affairs Karel Schwarzenberg, a good 131 number of ambassadors, Catholic and Protestant representatives, and members of the Jewish Community, leaders of ICEJ in the Czech Republic, people active in inter-faith dialogue, as well as politicians and academics.

From left: Mirko Lachman, Senior Advisor, Leaders Magazine, H.E. Alberto Salas, Ambassador of Peru and Benke Aikell, your Publisher

Mrs. Ellen Levy, wife of H.E. Yaakov Levy, Ambassador of Israel and Dr. Mojmír Kallus, National Director, Czech Republic, ICEJ Rabbi Ron Hoffber and Zita Adamová, Head of Ambassador’s Office, Embassy of Israel

From left: H.E. Yaakov Levy, Ambassador of Israel and H.E. José Luis Bernal, Ambassador of Mexico

From left: Josef Červeňák, District Superintendent, United Methodist Church, Czech Republic, ThDr. David Tonzar, ThD., Prague Bishop, Czechoslovak Hussite Church and Prof. ThDr. Jan Blahoslav Lášek, Dean, Charles University in Prague, Hussite Theological Faculty

Mrs. Ellen Levy, wife of H.E. Yaakov Levy, Ambassador of Israel and H.E. Jan Pastwa, Ambassador of Poland

From left: Mgr. František Bublan, Chairman of the Security Committee, Chamber of Deputies, Parliamnet of the Czech Republic and Mgr. Daniel Herman, Secretary, Office of Prof. Jan Švejnar

From left: Jana Kalvodová, MSc., Cabinet of Minister, European Affairs, Klára Muzikářová, General Secretary, Czech-Israeli Chamber of Commerce and JUDr. PhDr. Milan Kenkuš, M.A., CSc., Economic Counsellor, Embassy of Israel

Ing. Jiří Florian, Chief Dramaturge of the Religious Production, Czech Television and H.E. Dr. Margot Klestil-Löffler, Ambassador of Austria

From left: H.E. Yaakov Levy, Ambassador of Israel, H.E. Most Reverend Diego Causero, Titular Archbishop of Grado, Apostolic Nuncio and doc.

JUDr. Pavel Svoboda D.E.A., former Minister of the Government of the Czech Republic, Vicechairman, KDU-ČSL

Conference dedicated to the 400th death anniversary of significant Jewish Rabbi, Yehuda Loew ben Becalel (also known as the Maharal), took place from the 6th to 9th of September in the premises of the Municipal Library of Prague.

The 7th of September (18th of elul 5769 according to the Hebrew calendar), the fore mentioned anniversary, was commemorated throughout the whole world and the city of Prague, place where the Jewish scholar rests in peace, became the central point of celebrations.

The conference was part of a large representative exhibition organized by the Jewish Museum in Prague in association with the Prague Castle Administration. The exhibition, including the conference, focused on Loew´s life and work, as well as on his image created by his fellows and the following generations.

prague city hall

Mrs. Marie Kousalíková, Deputy Mayor of Prague

Rabbi Loew’s Path of Life IN COOPERATION WITH LEADERS MAGAZINE

From left: MUDr. Pavel Bém, Lord Mayor of Prague, Rabbi Karol Efraim Sidon and Seidler Meir, Israel

more photos and electronic version available on www.leadersmagazine.cz

The exhibition had two main parts – the first dedicated to the historical Maharal and the authentic traditions connected to him, the second devoted to Maharal´s bequest and to the origins of legends linked to him. The exhibition covered the development of Prague Jewish Ghetto 133 133 13 and the Jewish cemetery in Rabbi Loewe´s times as well.

From left: James N. Rubinstein, Maxim Brand and Mattthew E. Miller, International Development Group

Rabbi Yechiel Wasserman

From left: Vladimír Vihan, Director of Economic Services Department, Ministry of Regional Development, Mrs. Marie Kousalíková, Deputy Mayor of Prague and Mgr. Tomáš Teplík, Chairman of the Supervisory Council, Ferrimpex a.s.

From left: Vladimír Vihan, Director of Economic Services Department, Ministry of Regional Development and Peter Gyori, Director of the Maharal Conference

From left: JUDr. Lucie Bányaiová, Ph.D., Advocate, Salans Europe LLP, Ing. Petr Goldmann, Member of the Board, Czech Export Bank and Ing. Eva Goldmannová, Senior Consultant, HR Manager s.r.o.

From left: Mr. Petr Kučera and Dr. Pavel Kolan

Mr. Benjamin Ish-Shalom, Professor of Jewish Philosophy, President, Beit Morasha of Jerusalem, The Adacemid Center of Jewish Studies and Leadership with his wife

From left: Rabbi Yechiel Wasserman, František Bányai, President, Jewish Community of Prague and Ing. Petr Hejma, Mayor, Prague 1

From left: Seidler Meir, Israel and one of the Organizers and Benke Aikell, your Publisher

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From left: Mgr. František Cipro, Director, City of Prague, Prague City Hall, International Affairs Department and Eugen Roden, Managing Director, Sen Development

From left: Jiří Král, Director General for Social and Family Policy, Ministry of Labour and Social Affairs and Marián Hošek, Deputy Minister, Ministry of Labour and Social Affairs

From left: Eugen Roden, Managing Director, Sen Development, JUDr. Tomáš Kraus, Secretary, Federation of Jewish Community in CR and JUDr. Jaroslav Javornický, Managing Director, Spielberg CZ, s.r.o.

From left: Mr. Amichai Shoham and Mr. Edri Yehudah

Doc. Ing. Richard Drechsler, CSc., Authorized Expert

From left: Leo Pavlát, Director of the Jewish Museum, Mrs. Eva Krabcová and Prof. Jiří Drahoš, Professor of Chemical Engineering, President, The Academy of Sciences of the Czech Republic

From left: JUDr. Tomáš Kraus, Secretary, Federation of Jewish Community in CR and George Whyte

From left: Mrs. Katarína Gucklerová and Dr. Klingenberg

Ing. Martin Turek, Director, Matana a.s. and Ing. Jitka Vaculíková, Department of Exterior Relations, Office of the Mayor of Prague 1

From left: MUDr. Pavel Bém, Lord Mayor of Prague and Leo Pavlát, Director of the Jewish Museum

Mrs. Janine Elkouby and Mr. Joseph Elkouby

From left: František Bányai, President, Jewish Community of Prague, Ing. Petr Hejma, Mayor, Prague 1, Ing. Jitka Vaculíková, Department of Exterior Relations, Office of the Mayor of Prague 1 and Benke Aikell, your Publisher

elections 2009

looking for supercitizens.cz

A new party Občané.cz (Citizens.cz) emerged to the Czech political scene just this year. Its goal is to improve governance after the Velvet revolution twenty years ago, to get rid of corruption, clientelism and to bring new trustworthy faces into Czech politics. They chose a very innovative and worldly unique form of campaign – open castings in the streets of Czech cities.

The main leaders of the party are, from left: Zdeněk Žák, former Deputy Minister of Transport, Petr Havlík, Co-Founder of ODS – the biggest right-wing political party in the Czech Republic and Ivan Pilný, former Head of the Czech and Slovak branch of Microsoft. They were part of the jury at the castings.

Through Public Castings Right into the Parliament

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About a hundred candidates were chosen during the seven weeks of touring the whole country.

Performance of the candidates as well as the backstage atmosphere was filmed continuously.

Not only the chosen candidates, the representatives of Obcane.cz as well, had to undergo the preparation for communication with journalists. Just to name one, Petr Bílek, Czech well-known architect

Two experienced directors were responsible for the project. One of them being Jiří Sládek, Director of the Czech version of Big Brother.

Another juror responsible for the fate of the participants was the well known Actress, Mrs. Petra Černocká.

The list of nominees for the parliament of Občané.cz is complete. This is the first time in history that casting candidates will compete for the votes of the public.

www.superobcane.cz

IN COOPERATION WITH LEADERS MAGAZINE

The jury at work, from left: Josef Mladý and party representatives, Mrs. Marcela Roche and Petr Havlík

legal affairs Produced in partnership with the PRO BONO association

ASSEMBLY OF BARRISTERS

JUDr. Roman Jelínek, Ph.D., lawyer Association of Lawyers PRO BONO

In mid-October the highest body of barristers – the Assembly will be held in Prague. It should set the further direction of the Czech Bar Association as well as elect new bodies of the Association. What are the expected themes?

The Czech Bar Association was founded by the Act of 1990 and associates all barristers active in our country, the membership of a lawyer in the Association is obligatory. The Act also states the basic tasks of the Association – tasks carried out by the Association in the public interest. These are mainly registration of lawyers and trainee lawyers, organization of Bar examinations, specification of the rules of competition and proper execution of the lawyer’s profession and disciplinary procedure in barristers.

Although the upper-mentioned Act characterized the Czech Bar Association as a professional organization, until recently the element of a public service institution was stressed in the activities of the Association and the mission of the Association as a professional organization was considered just marginal by the leading bodies. This situation was undoubtedly supported also by the fact that the number of barristers has been growing and even despite this trend the market of legal services has widened.

In connection with the emergence of new pro-

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fessional associations the so-far stated position of the Association seems to be inadequate and its role as the defender of purely professional interests of its members comes forward.

The Assembly should take a fundamental decision in this respect and eventually define the basic aims the Association should fulfil as the professional organization of barristers.

This all is because recently barristers have witnessed a massive reduction in the legal services market in favour of other legal (and unfortunately also non-legal) professions. These mainly means the activities of notaries, bailiffs, and last but not least of the Institute for the Office of Government Representation in Property Affairs. Also the adoption of the amendment of the Act on Protection of Classified Intelligence that introduced a “new and old” selection among barristers, based on the initiative and under the supervision of the authorities. It seems that the chief task of the Czech Bar Association is to stop further downsizing of the current market of legal services provided by barristers. In this context it is impossible to accept the reasoning that it is a natural process brought by our accession to the EU. On the contrary, the upper-mentioned facts show another priority of the Czech Bar Association: i.e. the active influence on legislation aimed at the widening of the authorization of barristers to carry out activities that in the EU countries and also e.g. in the United States are carried out by barristers. Left for debate – for instance, it is the composition of public documents or inheritance proceedings.

I find a long-lasting weakness of our Bar Association in the determination of aims and in the specification of means of their fulfilment.

Despite the sphere of law in which the barristers are active, the way of practising advocacy, the length of barristers’ practice or the place where it is practised, each of us undoubtedly intends to carry out their practice in a safe legal environment without unnecessary limits, excesses from the side of the state or professional organizations, leading to adequate remuneration and social assertion.

In other words, the aim of the Association should be also: 1. To create conditions for the appropriate professional practice

2. To protect the current market of legal services provided by barristers and to broaden them 3. To promote adequate remuneration and social assertion of the activities of barristers.

The Association has never formulated and fully followed any goal, stated in such a way. And it is now that the upper-mentioned approach gradually reaches the peak of its importance, in the times when our society is shatte-red by the economic recession, unemployment rate reaches almost ten per cent, the state budget falls into a debt of hundreds of billions, we are in danger of political extremism and it is possible to expect that the weakened state will seek for populist and cheap solutions of the social impact of the crisis, besides other things also in the sphere of law and justice. Even nowadays the state speculates about another reduction of the barristers’ fees or about the division of free legal help among subjects not practising advocacy, about the expulsion of barristers from the pre-trial in criminal cases, or about the increase of the control over the practice of barristers.

An old truth says that there can be several paths leading to one aim. Let us say in advance that in order to reach the upper-mentioned goals, advocacy cannot get along without the favour of the media, cooperation with other professional and business subjects, the support of lawmakers and mainly without its own competent apparatus. And also without confidence! If the Association is to defend its mission, the barristers have to have confidence in it. The Association should convince them that it is capable and prepared to defend the interests of barristers, that it is able to stand for every barrister when the state or anybody else abuses their position or power. And it also has to have the confidence of the public! The society perceives every profession also according to its participation in the solution of general issues, according to the level of its involvement beyond the limits of traditional tasks fulfilled by it in the society.

These ideas will also certainly appear as themes of the forthcoming Assembly.

JUDr. Roman Jelínek, Ph.D., lawyer Association of Lawyers PRO BONO

český překlad naleznete v elektronické verzi magazínu na www.leadersmagazine.cz

Celebrate the Anniversary of the Velvet Revolution with the Authentic Cognac THE LIMITED EDITION OF 99 PIECES IS INTENDED TO CELEBRATE 20 YEARS FROM THE EVENTS IN NOVEMBER 1989 Each dedication personally numbered and signed by Jean-Jacques Godet

I aam honoured to share with you Goodet Folle Blanche, an exceptional coggnac, year 1989. This bottle combinnes the exceptionality of grape croops in 1989 with Folle Blanche.

Thhe history of Folle Blanche dates baack to the 16th century. In 1870s, thiis grape variety was ravaged by thee Phyloxera in 99 % of Cognac vinneyards. More resistant grape variieeties have been used to pr p oduce coggnac ever since. Making cognac froom Folle Blanche grapes, Godet is currently one of the few of such maanufacturers in the world. The ressult is a cognac of unique aromaa and taste; the limited edition of 999 pieces is intended to celebrate 200 years ffrom th the eventts in i November 1989 and is only distributed to cuustomers in the Czech Republic. At thiis sppeciiall momentt, enjoy th j th the only l coggnac that can consider itself to be exxactly the type off cognac drank by Freench impressionists, Victor Hugo annd Napo p leon Bonapparte.

The price: 4890,– CZK without VAT Th The Velvet Revolution Cognac

Exclusive distributor: Berentzen Distillers CR, spol. s r.o. m mililan an.sed sedla lak@ k@be bere rent ntze zenn.cz cz

www.turkishairlines.cz

+420 234 708 708

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