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“ As a manager I put emphasis on high professionalism of employees. ”

MANAGER OF THE YEAR award is the most prestigious and systematically organised managerial competition in the CR. Dating back to 1993, it  brings rankings of the most outstanding and successful Czech managers. You were awarded a prize in the section Public Administration – Secretary of the year 2014.

Who nominated you for the award?

I was nominated by the Association of Secretaries of Municipal Authorities.

How do you view the result of the competition and your achievement?

I am truly humbled to have been awarded a prize in such a prestigious competition. I see the award as a result of not only 15 years of work for the town of Opava, but also a long-term support of the town management. Without a well-functioning office, my nomination would never have been possible. I therefore wish to thank all the employees at the Municipal Office in Opava.

When did you start working at the office, and how old are you?

I started working at the office on 1st November 1999. I turned 53 this year.

Can you share with our readers your three biggest achievements in the position of the town secretary?

As the secretary of the Municipal Office in Opava I was at the birth of the idea to redisclocate the state and public administration in the Statutory Town of Opava. In 2009 after a lot of hard work, especially on the part of the Statutory Town of Opava, eight subjects of state and public administration made an agreement. 200 clerks of state administration and 140 clerks of the Municipal Office in Opava moved from one workplace to another. Many offices had to undergo an extensive reconstruction. The aim was to concentrate public administration in a few premises, and to prepare a high-rise building in the centre of the town for demolition. We managed to reduce the number of seats of the Office from 9 addresses to two premises (one in the town centre and one in the seat of a former military grammar school). The buildings underwent a complete reconstruction. Today there are not only the Municipal Office, Municipal Police and the Central Registry, but also other state administration authorities (Customs Service, a workplace of the Ministry of Agriculture, and a seat of the Social Security Administration). The operation was demanding in terms of finance, logistics, and time and space coordination. We negotiated the move with several ministries, and had to restart the debates several times because of changes after elections. Our successful operation serves as a model and inspiration for similar projects in other towns. The last piece of the jigsaw puzzle nicknamed “fireball” was the demolition of the high-rise building in the centre of town, which gave way to a new development in the historical centre.

In 2007 the Municipal Office in Opava became one of the pioneers in electronic data interchange that was introduced as a part of the economic modules project.

In 2009 the Statutory Town of Opava built an evacuation centre in Krnovská street. The centre serves as emergency lodgings for our citizens in case of natural and other disasters. The premises include a doctor’s office, storeroom, and accommodation including facilities with room for 71 people. There are 229 more beds and material for 300 evacuees in the storeroom. Ours is the largest centre in the country.

It is rather difficult to choose 3 particular achievements. What I see as a complex success of my work here at the office is that we have managed to build a stabilized team of enthusiastic, hard-working, result-producing and smart people. I believe that this team is the best capital I have for my work, because only with such people can one build a modern and first-rate office. The award would not have been possible without them.

Do you follow any principles in your work?

I strive to follow several wise recommendations I had the opportunity to receive in my professional life:

• there is always a person behind every decision – the one who makes it and the one affected by it, therefore every decision should be viewed as such,
• a thorough preparation may take longer, but in the long run it saves both time and money,
• opposing ideas promote understanding, not hinder it,
• anyone can make a mistake, but then they have to acknowledge it and rectify it,
• there is always space for improvement.

As a manager I put emphasis on high professionalism of employees, quality of their work and readiness to help the clients – citizens, as well as one another (which is why I support employees in further professional and soft skills training). I require that employees respond to the clients’ needs promptly, meet deadlines, provide quality service, and establish a friendly and agreeable rapport with the clients. I also put a lot of emphasis on loyalty of employees to their employer. I am not afraid to delegate powers and responsibilities.

What is the vision of the office?

We have been working on the image of the Municipal Office in Opava being a transparent and positive office. We want to be professional, open and friendly to our clients and citizens. We are here for the people, not the other way round.

What is your message to the citizens for the future?

We view citizens as customers we wish to serve professionally and obligingly, and we want to give them information on their level of knowledge and understanding.

We are open, transparent, trustworthy, considerate and we treat people with respect. We will be an office for everybody; we accommodate handicapped people and make efforts to minimize both physical and information barriers. We want to maximize the availability of information citizens are interested in, and make it accessible both for people and search engines. We will provide our clients with comprehensive and transparently presented information, and we will do so in a timely manner using innovative technologies that are safe for the office. We want to anticipate the clients‘ needs and communicate with them in a safe environment. In the long run we are working on a change of approach in communication with citizens by using new technologies. We are therefore grateful to citizens for any suggestions that will improve our performance.

How are you going to meet these goals?

The role of the Municipal Office in Opava is to provide public services and help the town flourish. We will provide highly professional services with a pro-client approach in an environment of mutual trust. In order to be effective, we wish to save the clients‘ as well as the clerks‘ time by dealing with requests and inquiries economically and without delays. The newly introduced methods and procedures will not put an unnecessary strain on the citizens.

If the Municipal Office in Opava is to become a trustworthy organization that offers above-standard services, we must put emphasis on the quality of services we provide, and ensure a continual professional growth of our employees.

The Municipal Office in Opava has always paid attention to safety – we wish to ensure our clients that we will always treat sensitive information with due care. The Office is fully aware of the responsibility it has for the safety culture of a public corporation, and we see it as a matter of the utmost importance.

Looking at the development of professionalism at the Municipal Office in Opava, we are striving to execute public and local administration by employing competent, trained and civic-minded clerks, who always provide clients with an optimal solution, and they do so in a friendly manner.

For this reason we are establishing a functional organizational structure that relies on competent and responsible management. The Office is forming a motivational environment for all employees, because only a good and motivated employee performs optimally. The office is trying to provide the employees with a long-term employment perspective and ensure a respectable and agreeable work environment. We are promoting a company culture of mutual trust.

We will increase the efficiency of communication and cooperation in the Office – we are promoting good practise with all the employees having access to information and being able to utilize their potential. We see the development of information technologies as an opportunity for growth, and we attach great importance to it, which is why we are building quality teams that will be able to react to the ever-changing information technology demands.

We administer the entrusted property well. We wish ensure and maintain the financial situation of the Office and town by expertly managing the financial means.

What are your hobbies?

My hobbies are history, photography, amateur theatre, travelling, reading, etc. 

What would you like to say in conclusion? 

My motto: We live in deeds, not years (as formulated by Seneca).

Give opportunities to competent and honest people.

To finish, there is one philosophical quote in which I seek solace when times are hard:

Don’t take life too seriously. You will never get out of it alive anyway.

“ To Be Beautiful Means To Have Purity On The Inside, As Well As The Outside. ”

The beauty of a woman – that is the central topic of our interview with entrepreneur Jaroslava Pichrtová. The owner of a successful beauty salon in Opava, she revealed her secret “beauty formula” to Leaders Magazine. That she has one is obvious, as she herself looks fantastic. Her slim body, alabaster skin, and gorgeous shiny hair have the power to raise eyebrows among women of all ages.

Dear Mrs Pichrtová, you are an entrepreneur, physiotherapist, and beauty expert. Is that correct?

Yes, I think that describes me. However, I am foremost a woman who tries to lead other women to find beauty, and not only outer beauty. For more than 13 years I have been working with special techniques in lymphatic drainage, which helps drain unwanted liquids from our bodies. You would not believe how many women have this problem, and how relieved they are when I help them. I use a Vacupress device and it works wonders.

Can you describe this special tool?

Vacupress is a unique device with its own method of lymphatic cleansing. The machine both massages the patient to induce lymphatic drainage, and vacuums up the liquid. It clears the lymphatic system and removes toxic substances from our bodies. At the same time it loosens fat cells and reinforces tissue. It is an effective and healthy method of activating our lymphatic system, and draining toxins from our bodies, including unwanted fat and cellulite. It encourages the production of elastin and tightens the skin.

How exactly does it work?

A massage head on your skin stretches the skin and fat cells, 1 to 3 cm. At the same time, the machine draws toxins from cells with a vacuum technique. By doing so, the massage head mobilizes fat reserves in the skin that would otherwise stand still. This allows the fat particles and other waste to be transported to a lymphatic system and eliminated. After this vacuum massage, the skin may breathe again. A slight reddening of the skin indicates that its metabolism is working.

You have mentioned inner beauty…

Ten years ago, internal cosmetics arrived to the market, which include various vitamin, mineral, and herbal agents. I was quite familiar with these products so I began focusing on them, consulting with specialists about the newest findings, and above all, using the products myself. I was very much intrigued by things such as internal Zink, for example. Organic Zink is actually a key component of many hormones, enzymes, and so called functional chelants in the female body. If there is not enough Zink in the female body, there will be a deficiency in the production of many compounds, such as collagens – which may cause bad skin, ageing, or poor growth of the nails and hair. Such knowledge is priceless, but unfortunately it is sometimes difficult learn.

Generally I can say that beauty for me means being pure inside as well as outside. Beauty has many shapes, however for every woman it should mean taking care of your own body, keeping it in harmony, and staying calm. It sounds difficult, yet it is possible. The first step is to make a firm decision and stick to it. This really is the key to your success. As with running, the most difficult part is to put on a pair of trainers and get started. Once you are moving, you will feel better and better, and the training will become your everyday routine.  Many women say that they have tried many times and failed, that they are skeptical and maybe a little lazy too. Although it is sometimes very hard, it is important to keep going.

What do you do to take care of your skin and body?

I am my own walking promotion. My personality, how I look, how well I feel – these things are what I have to show my clients. I first try products on myself, and only then do I recommend them to others. My clients know that they can absolutely rely on me and my judgment. I can show my clients what works for me. I believe that this is the reason they come back. Of course, there is high competition in the “beauty” market, and it is difficult to recognize good quality. I only promote products that show results. And I see results in my clients. I offer my clients complex, proven service and consultancy.

What about the products? Are there plenty of them on the market?

I personally select only the best and most effective products, those which fully correspond with my motto: “Nothing but the best”. The same goes for my clients. I really use only good quality cosmetics, usually French brands, Italian brands, and Canadian Xocai from pure bio cocoa. Most importantly, I first test all products on myself. I also eat healthy chocolate from Xocai as a functional food that provides antioxidants. Only after I try a product will I recommend and offer it to my clients.

Yes, food is a very popular topic these days…

We definitely are what we eat. Our diet must be very pure and especially varied. For me, the crucial thing is the origin of food. The basis of a healthy diet is vegetables, salads, fruits, and meat (which ideally should make up about 5% of our daily diet). I am not a vegetarian at all, as it is proven that a healthy diet requires meat. However, I always choose good quality, organic foods. Food is scientific, and people should approach it accordingly. Dietary supplements are important as well. As I mentioned, a deficiency in Zink or Selene may cause big problems for women, and these minerals must be replenished. It is very important to use products that are completely organic and non-toxic.

Mrs Pichrtová, we may only admire your vigor, beauty, and invincible optimism. What do you recommend to our readers so that they may feel great like you?

Every day do some exercise, take care of yourself, and rather than spending your time in a café, or drinking alcohol, invest in your health and inner beauty. Your effort to do so will manifest itself on the outside, and you, as well as your surroundings, will feel harmonized and balanced.

Thank you.

“ We are originally and exclusively 60s. Because of our flexibility. ”

Parkhotel was created in the 1960s. It was the first prestigious hotel in Prague. Recently, it has returned to its grounds by being newly renovated for international and Prague citizens. “What is really brilliant about Parkhotel, apart from going back to the 60s, is that you can buy the hotel exclusively for yourself. If you are a company with more than 250 people, financially it can be wiser to buy the whole Parkhotel for you and your guest alone,” says Mrs. Hilm.

Dear Mrs. Hilm, you did an awesome job with the hotel. How did it all happen?

Two years ago, when I came here, the hotel looked horrible at the time. I admitted on the website, that I agree with the people who consider that Parkhotel is “bad looking”. We then started nesting and I got in contact with a Chamber of architects. The guy who came here was Petr Hlaváček. He is related to the original architect of Parkhotel, Mr. Zdeněk Edel. I wanted to find out, how it really looked originally. The outside did not go with the inside. He came here, and we had spent a whole day and went through building. I learned what was his original idea.

This is two and half years ago…

Yes. We bought the hotel in 2013. I took over the management and I started doing the renovation.

Why did you buy the hotel?

The main idea was to buy it because of the land. One of the owners is Daramis group, a Real Estate Company. They were interested in developing the land next to the hotel. They wanted to put an apartment building there. They are not hotel people, but they hired me and that’s the moment when we started to change from just having the hotel to doing something here.

The original idea was not renovate?

No. It was to “run the hotel, to turn it into making money and do what you have to do.” However, I realized that we needed to do more.

Is the apartment building still coming?

Yes, behind the hotel. The idea is to benefit on the services from Parkhotel. If you buy an apartment there, you will be able to have housekeeping, you can order room service, and get your laundry done. It’s a new way of thinking of apartments in Prague. I explained to owners, that if I want to buy a fancy apartment, I want a hotel that also looks nice.

Let ‘s go back to the renovation. You started a year ago. Is it done and ready?

It’s done. And we never closed. We were open the whole time.

Many Czech people remember Parkhotel from old movies. When I came here, I really felt the 1960s.

That‘s exactly what I wanted to achieve.

How did you do that?

I convinced everybody, that it is the right thing to do. Not to go modern. I ‘ve really been pushing people to go back to the 60s. I want to convince them how great concept the concept really is. That was my biggest challenge. Once everybody was on board, it was easy. 

How does the original architect, Mr. Edel, like the reconstruction?

He said that it looks fantastic. To me it’s the best reward. He told me that he came after the reconstruction, in 1993, and he cried after he left. Previously, the inside did not go with the outside. Now, people come back and they see and feel 60s. I want the hotel to be part of Prague 7 community. I don‘t want to be a hotel only for foreigners.

That’s why you organise open days?

The space is quite large. Most hotels don’t have big public spaces. In fact, most people hide from big open spaces. Prague 7 is full of people and they don’t really have a “centre”. Therefore, we want to use the space around the hotel for them. For example, during the winter, there is an ice skating rink available. Also, in the summer , I hope to get permission for an outdoor cinema. The guests will like it. We are not Old Town Square; we have to attract the guests. They want to see how Czech people live.

But you still have to do business.

That’s part of the idea. We want people to be interested in staying in an icon; something that has been a part of Prague history rather than another modern hotel. Maybe it‘s because I come from a hotel chain. I worked in nine different countries and it does not matter which country you are in. All hotels look the same. Here, when I had the opportunity to create what I wanted to create, I wanted all of our guests to feel like they are in Prague. For example, we are having Czech designers make special uniforms based on 60s; and we are starting a cooperation with Botas company. We want to have the 60s icons brought out. We are also going to have a Kofola tap in the bar.  Guests are invited to free tasting.

It‘s more about art. Art hotels are mostly small. But you have 240 rooms…

Groups are also interested. Groups occupy half of the hotel. We have a lot of Americans. They love history. It‘s obvious that foreigners, whether they travel in groups or not, are interested in this period. That is why we have to treat them delicately.

What about the rooms and further renovation?

We did not touch the rooms and outside yet. I‘m also trying to put the playground in for children in front of the hotel. Now we need to take a break. We had no holiday last year. Now, when it is all done, we will see how the hotel runs. How will the 60s work and how much further can we take it. I am in touch with companies related to 60s and they want to do exhibitions.

What about business guests?

We have grown this market significantly since we took over the hotel three yeas ago. There used to be very little business people in the hotel. Parkhotel is doing very well in the meeting segment, and we grown from less than one percent to fifteen percent now. Even during the reconstruction. This is the area we are going to focus on. What is really brilliant about Parkhotel apart from going back to the 60s,is that you can buy the hotel exclusively for you.

Really?

Yes. Our slogan is “Catch us being exclusive with you”. If you are a company and you are more than 250 people, financially it can be sounder to buy the whole Parkhotel for you and your guest alone. There are so many hotels in Prague, but we are quite unique in this.

Why would companies buy the whole Parkhotel?

We have parking. If you have people coming from different parts of Czech republic or Prague, it is     a great feature. All our meeting rooms are technically brand new. Very unique are our open spaces. It is really difficult to find a hotel that has such large connected open spaces. Balancing between how many people you can fit in there and the number of rooms works really well. It’s more towards exhibitions, workshops, and fairs. You can have social interaction in five different rooms. Also, companies can expose there their products. You use the altar area for evening parties later.

Why is this unique?

When a company comes and says they want whole hotel exclusively, the hotel mark-up is enormous. We‘ve done intense calculations on how to make this business work. Actually if you do it properly, it does not have to be so expensive.

So you have good prices?

We are a good value for money. We would rather have more volume than have high prices. We are realistic.

Is it mainly for foreigners?

No. One of our most reliable client is the ministries. We work very well with the government.

How much did social media interaction change in the hotel segment in last years?

When I came here, we did not use Facebook as a hotel at all. Now it’s very important to communicate with guests. Other hotels already have connections with guest. We are slowly getting better.

There is also an interactive communicator on your website.

We say Talk to us. You don’t need to wait for an email or call. This is also our message to party organisers. We are not a part of the chain, which means we can be as flexible as you like us to be. When it comes in terms and conditions, we can also be very flexible. For example, advertising your company around the hotel. Larger chains are limited; they have to play within the rules of the brand. This is where we can be original. Not because of the price, but because of the flexibility.

Well you know very well how the chain looks like. You worked for couple of them…

I know what not to do and also what to pick up. Let‘s be honest. Chains have the best standardisation.

Do you have any special services for more sophisticated clients?

We just started cooperation with a physiotherapist, who is running our massage rooms. To me, it’s something different. If you crack your neck because you were sitting in a plane for too long, he will actually do something instead of giving you just a nice massage. This is something different. One of the keys for travellers these days is not necessarily services you can offer to them, but to make sure that you have a stable and free high speed Wi-Fi. I‘m Scandinavian, and in my book it‘s not even a discussion point. It’s my right as a human being to have Wi-Fi. Just as it is a right for everyone to have a bed to sleep in.

Do you have some special requirement for your employees?

I wish I could. The most important thing to make clear for people who work here – if you don’t like your job, then let me help you find the job that you like. Whether that is inside or outside the hotel. People who work here need to be treated in the best possible way and fairly. It is difficult to catch good people because you cannot attract them with a salary. Once you have it, for a few months, its not a motivator anymore. You need to do different things.

“ Generally, I see great opportunities for individuals who have strong values. ”

Rostya Gordon Smith is amongst 50 TOP HR experts in the world, however, in the Czech Republic she symbolizes „Ambassador of Women“ and their rights to be represented both in politics and business while not having to make a choice between a work and family.  Rostya has worked in 10 countries; she has four sons (each born on a different continent) and eight grandchildren. 

Besides being a strong advocate of women quotas, Rostya is a strong supporter of motherhood and the role of a family in a society in general.  She claims that „no professional success can make up for the failure in family sphere“.  At the age when most women retire, Rostya came up with “a small project to keep her busy” but those who know Rostya know that wherever she invests her energy, things start to change.  Her movement is called Minerva 21 with the aim to ”unite confident women who believe in continuous self-development, who will share their experience with others and who will strive to have a positive impact and influence in the society they live in“. Founding Minerva 21 was a response to the fact that there are more than 90 organizations specializing in women´s issues and often do not know about each other’s activities.  Already after three months of existence, Minerva 21 managed to launch a mentoring scheme for students at the Technical University in Ostrava, organize a debate in Parliament and hold several networking events in Prague and Brno with the ultimate aim to persuade women to cooperate and not to compete.

How do you see today´s world?

Generally, I see great opportunities for individuals who have strong values, energy, and the passion to be involved in public life. I believe that opportunities abound for those interested in creating and forming grass-roots movements and influencing local communities for good. Granted, the world nowadays is globalized, but even so, local communities needs to grow stronger and defend their rights to exist; we still need to execute a level of influence over the places in which we live.

How do you see the position of the Czech Republic in the world?

The world is a big place and the Czech Republic is a small country.  When talking about countries, size doesn’t matter. Small countries can yield tremendous influence, and the Czech Republic is one such country. Now is a great time to develop a society with strong feelings of pride and patriotism.  We need a country where people hold to their values, build strong families, are open to new ideas, and are eager to become a leader in some global specialty.  To put it simply, the Czech Republic needs to be sophisticated enough “to do” rather than “be done to”.

You often claim that “the reality is different behind the boarders” and that Czechs should not lock themselves in the local, provincial thinking and that barriers are only within our minds but they do not exist physically anymore.  Have you thought after returning from abroad in 1990 that you would have to do this still after 25 years of democracy?

I returned to the Czech Republic in 1997 with the idea that I had learned many valuable lessons having lived in 10 different countries and having worked in at least 15 others. I decided to give my energy to the country of my birth. The barriers I talk about are the paradigms that we hold in our minds.  I call them “mental cages”.  These are the common sayings that are popular and have some truth, but should not be applied to our values.  For example: “Za dobrotu na žebrotu” (Being good leads to becoming a beggar), many times this paradigm stops us from going the extra mile to help others or get involved.  Another matter that bothers me, and I would love to change it, is the general gloominess of the Czech population and the lack of motivation to want to change things around us.

You are also an expert on organizational development and intercultural communication plays a great role.  Which intercultural traits do you see beneficial for Czechs and which ones we should change?

I love the Czech ability to adjust, be flexible, and join together in times of crisis.  On the other hand, the general pessimism and resignation among us saddens me: our lack of ability to participate in a fruitful and useful discussion and get involved in a cause.  It seems to me that we are mainly concerned with ourselves only.

Women cooperation and mutual support is often considered their weakness.  However, many men came to me to warn me against “idealizing” men cooperation.  So what differences do you see?

I do not “idealize” cooperation amongst men or women.  I accept that we both work in different ways.  Such would be an ideal situation for the advancement of diversity, but women still do not have adequate representation in all sorts of areas where decision making is taking place.  This is wrong.  Such exclusion is not a reflection of a mature and sophisticated society.

This was one of the reasons I found MINERVA 21 earlier this year.

How do you perceive MINERVA 21 movement after six months of its existence?

I returned back to this country after nearly 25 years living abroad.  One of the main reasons for this was that I wanted to share my experiences from not one country, but from many countries.  I found MINERVA 21 and identified it as a “movement” because I believe that we need to move from many position and paradigms in this country in order to create a better society for all of us.  I believe that united women could be a driving force for positive change in this country.  All the members of the MINERVA 21 board are successful women who have reached prominent positions, created businesses and non-profit organizations, and are mothers and wives.  We are a perfect mix of what women in this society are. Even I could not imagine the progress we have achieved in only 6 months.  Women responded to our “call” and joined us, are helping us, are participating, and are committed.  In short, we are confident women!

Many men complain that all activities that are mushrooming for women in the Czech Republic do not support diversity in the long term.  How can you persuade men to cooperate with women more? Can men who are interested in diversity become involved in Minerva 21 movement?

I do not really know what men are complaining about. I know that many men – mainly the younger generation—are open to diversity and working with women on an equal basis. I think men who care about this country should join with women in this movement to build a more equal and fair society.

What is your final word to Prague Leaders readers?

It really is my challenge to both women and men: come and see.  Come and contribute.  Come and become part of this movement.  Come and be “MINERVANKA” or “MINERVÁK” and help us, each according to your ability and circumstances, to contribute to the better future for all of us.

By Linda Štucbartová

“ I Founded a Company to Help Disabled People Integrate into Society. ”

Antonin Machala, Director, Altech, Complex solution of non-barrier access.

In April 1992, a small company was founded in a garage, specializing in barrier-free solutions. This relates to the design, production, and sale of compensation and rehabilitative tools for immobile persons. Today, ALTECH Company is among the best in Europe in this field. They cooperated with the Olympics and Paralympics in Sochi, and they plan to develop their business even further.

Dear Mr. Machala, is it true that the story of ALTECH began in the aviation industry?

Yes, for almost 10 years I worked for a company called LET Kunovice, in the field of development construction. After 1989, with changes in the market, aviation experienced a crisis which caused a substantial decrease of employment in the region. At the time I was already helping wheelchair users to repair their Alu-wheelchairs. Suddenly I discovered something that society had not given much attention – the integration of disabled people into society.

Not only were disabled people neglected in society, but in the consumer markets…

In the consumer market, assistance was almost non-existent. Therefore I founded a company in my garage which focused on the production of parts for stairmates. Later, we made products like ramps, platforms for stairs, and later, parts for aviation followed.

But you did not stay in a garage.

As the volume of our production increased, it of course became necessary to move production to bigger spaces, as well as closer to our growing workforce in Uherské Hradiště. Gradually the aviation business decreased, and after introducing our own products to the market, production for disabled persons began to rapidly increase.

Today, you are the biggest Czech producer of stair platforms. What is your greatest milestone?

The most important milestone in the evolution of the company was the cooperation with our Austrian partner. It was Austria which represented our first foreign market and enabled further growth of the company, introducing newer markets for our products.

What was so revolutionary about that cooperation?

I guess it was the honoring of oral agreements.

Many people associate platforms with wheelchair users. However, there are other important users. Who are they?

Our products are useful for all types of people who suffer a lack of mobility, including seniors. However, physical disability is diverse and very specific to the individual. Therefore, it is always necessary to discuss an individually tailored product with each client. Since we are the producer, we are able to be flexible, and can adjust the product to the needs of the client.

You company is really active regarding communication with clients. How is this useful?

Basically, communication with clients gives us ideas about the needs and requirements of the market. For us, this represents really valuable information necessary for modernization and the development of new products.

How many employees does ALTECH have today?

In our production facilities in Uherské Hradiště we now employ 180 people.

That is quite a lot.

The production of stair platforms is very specific to the individual, which means that for each order we have to prepare an individual production design. This makes technical work necessary for each individual order, which is quite demanding. So, in our company we have 20 design engineers.

I was reading that you also focus on the modernization and development of products.

That is necessary if you want to maintain demand and the sale of your products. This is the task for our development department and its prototype workshop.

Your goal is to become the most recognized European producer of stair platforms for immobile citizens. How realistic is this goal, and how big is your foreign competition?

Competition in our field is similar to other fields. There are many importers of foreign products. On the other hand, on average ALTECH exports 80% of its products, and as far as our main product is concerned we are exporting up to 92% of total production. That qualifies us among the major European companies in the field.

Regarding foreign countries, your installations map covers almost the whole world. Where are you heading right now?

Exports outside the EU must be certified in foreign countries. Currently, the certification process is under way in Israel, the USA, and Japan. A very interesting challenge was presented by the Olympic and the Paralympic games. We were able to deliver several devices to the Olympics in Sochi. Deliveries for the Olympics in Brazil are following, and Japanese certification should enable deliveries to the Olympics in Japan in 2020.

What market do you feel needs your barrier-free products most?

Countries with growing cultural and life standards are potential long-term clients. We see a big market in Asian countries, as well as the countries of South and Central America.

Antonin Machala, Director, Altech, Complex solution of non-barrier access.

You were just nominated for the Mosty 2014 Award for Exceptional Activity or Act Beneficial to Disabled Citizens. Can you give us more details about this award?

We received the award for the development and introduction of a railway mobile stair platform, which enables wheelchair users to enter and exit trains.

On top of that, last year you took 88^th place in the 100 Best 2014 award.

Yes, it was a great honor. I highly value the placement ALTECH received in the 100 Best 2014.

Do you also cooperate with the state sector? After all, state organizations should be fully barrier-free.

The Czech market is divided into so-called public buildings and private entities. Public buildings are gradually being made accessible via reconstruction or new planned buildings, such as schools, post offices etc.

What about private entities? Do they perceive barrier-free access as an important attribute to their buildings?

Nowadays it is quite common that when developing new apartments or even private houses, the project architects focus on a barrier-free environment as well. It often happens that the architects of the buildings come to consult with us when preparing their project. Solutions in already existing houses are based on agreements with clients, and the acceptance of a technical draft.

Not long ago, even our Prime Minister tried “to be in a wheelchair”. What is your opinion of such activities? Is the awareness of the needs of wheelchair users growing?

Definitely, this kind of activity is very useful to both parties and helps with the integration of our products.

What plans lie ahead for ALTECH for the year 2015? Any major projects?  

Last year, we started production of a new product – stair seats. In 2015, mass production is taking place, and sales through most of our dealers in the Czech Republic and abroad. Regarding investment projects, I can mention the construction of a production hall, the delivery of automatic metal sandblasting technology, as well as enhancing the space for the production of seats.

Prepared by LM

“ It Is Necessary to Strengthen the Police Force. ”

President of the Police Tomáš Tuhý has a simple motto: In life, don´t believe those who deceive you, and don´t betray those who believe you. What is his assessment of his first year in this position? And what about his opinion of the political attempts to influence the work of the police in the Czech Republic?

Dear President of the Police, your first year in the position is over. What do you consider “your” biggest success of the year?

Regarding my work, of course my biggest success is the appointment as President of the Police. It is a great responsibility, and from this position one can see the problems of the Czech police from a new angle. Over the last years, due to many external issues, the police force has been quite unstable. Now, the situation is visibly calmer, as I was able to create a close team of deputies and workmates whom I consider quality managers. This has definitely brought stability to the force.  We were able to return at least part of the debt which previous governments owed to our police officers. In 2010, police officers´ income decreased by 10%, which threw many of them into financial crisis. By the end of last year, thanks to long and intensive negotiations, and the understanding of the current Minister of Interior and the government, we were able to return at least a part of this money. I consider this a great success, especially during a time of cost-saving measures. I am glad that we managed to do this, however we will keep negotiating until the entire 10% is returned to police officers.

What success would you highlight regarding the Police in general?

We were able to solve crimes with a better rate of success, which is thanks to the work of police officers at district departments, regional criminal departments, and national departments. Through criminal proceedings we secured assets worth almost 7.5 billion CZK. We were able to partly equip the police with new techniques, cars, arms, and we are currently working on the necessary replacement of uniforms. I want the police officers to have good working conditions. And I should not forget Kobra – the cooperation agreement signed between Customs, the Financial Directorate, and the Czech Police regarding the prosecution of tax crimes. Kobra has already “bitten” several times, and recently with a great success – criminal officers from the Department for Corruption and Financial Crime Detection pressed charges against five persons guilty of tax evasion, in the amount of more than 1 billion CZK. These are all national issues, however our citizens´ greatest concern is common everyday crime. Therefore the most important fact is that the number of petty thefts decreased, and we have been successful in the detection of violent offences.

What tasks lie ahead for you this year? In terms of short-term tasks.

This year we are planning to modernize part of our vehicle fleet. Recently we acquired a new, special off-road vehicle and special barges that should help at times of natural disasters. I must mention that the police force was underfunded for a long time, which now must be made up for. Regarding safety measures, we are currently working on the May Hockey Championship to keep everyone safe. Later this year, a big change should come to our rank insignias. If everything passes the approval process, the police will have a new design on their uniforms and shoulder insignias. These will correspond with our historical patterns, and for better clarity will be designated in gold and silver. The uniforms should be of a more practical design and quality material. And so I cannot complain that I don´t have enough work, as I have only mentioned just fragments of what lays ahead.

And what about long-term challenges for the police?

It is necessary to strengthen the police force. I think it is more than obvious where the world is heading. Every day we hear of corruption, drugs, terrorism, organized crime, cyber crimes, etc.. We cannot avoid these threats, we must adjust, and multiply our efforts for the prevention of crime. Our battle with tax crime remains our priority. The police must be prepared for these modern crimes, both personally as well as technically.

How do you cooperate with other law enforcement agencies? After all, communication within the civil service sector is often complicated.

The cooperation functions between executive bodies, regional directorates, and territorial departments. We share common drills, so nothing would be possible without the other bodies of the Integrated Rescue System.

Have you seen any political attempts to influence the work of the police?

No, I don´t feel any political pressure on the police force, nor any influence from the political structure. Generally, as the top representative of the police force, I can say that it would not be a step in the right direction for politics to influence the work of law enforcement. I took my office with the intention of managing the police force as an apolitical organization, and so far I believe we are doing well in this respect, with the team currently serving at the police presidium.

What do you think about those who say that the police force is weak in the prosecution of petty crime, and inefficient monitoring big political affairs?

Regarding petty crime, the police force must do better. However, there are more factors involved. Among them is the insufficient amount of personnel within the police force. Currently, we do not have the personnel to increase our focus on prevention of petty crimes. We are striving to increase our numbers, which would radically increase the number of police in the streets, which of course would enable us to better fight petty crime.

And the idea that we are inefficient with big cases? Consider the fact that last year the amount of secured assets was nearly 8 billion CZK.

Compared to the independence of public prosecutors, is the police force independent enough?

This is a very hot topic. Currently, we are preparing the amendment of the Law on the Prosecutor´s Office. We have plenty of comments on that, and discuss them with the proposers of this law as well as public prosecutors. Of course, there is information that a so-called territorial law exists, and that some decisions in criminal proceedings vary within the Czech Republic. However, that does not mean the Czech police force cannot execute its powers according to the law.

What specifically makes the police of today different from the police when you first started working there?

I started working with the police during the revolution. The police force then was very much influenced by the general public attitude to this institution. The force was uncompromisingly connected to the past regime, even though in many cases it was already showing and proving its modern way of thinking. Over the last 25 years, it has tried to win its positive place in society, and has gone through really hard times. The force was scandalized, often wrongfully. Today´s police force works with far less power than before, and it must handle the new, modern forms of crime. Modernization has really changed the game, especially in the way of investigation techniques, technical means, the method of police training, and so on.

Originally you come from Albrechtice near Bruntál, where you began as a police officer. What is the crime rate in Albrechtice, and do you personally know the local police officers there today?

The police force has gone through many changes, however in this town most police officers are those I still personally know. The crime rate is similar to other regions in the Czech Republic. When I worked as a head of the department, there were almost one hundred frontier officers working in the same territory. Today, the whole agenda must be handled by only the police officers at the department, which has reduced the rate of primary prevention, the impacts of which are visible in the high rate of petty crime.

You graduated from the Faculty of Philosophy in Ostrava, and the Faculty of Law in Brno. Would you choose different schools for your education now?

When I was studying it was really difficult to enroll at the resort police school, i.e. police academy. In the 90´s, when I studied at university, today’s study programs were not even available. I must say that the combination of law and philosophy, in a psychological sense, is optimal for a managerial position in the police force.

Do you have a role model?

Regarding police work, I greatly value the work that was done for the Czech police by General Jiří Kolář.

By: Editorial (jk)

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