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“I am never afraid to work, I always set my goal high and choose the more difficult path. ”

The Austrian Heinz Reigl is one of the pioneers of foreign businesses in the Czech Republic, having set his foot on this uncharted ground in 1990, right after the revolution. Looking at his rich experience in leading positions, it comes as no surprise that he loves to see tangible results. This applies no less to professional business networks as he soon understood that they have the potential to be more than just prestigious “talking shops” for the elite. For seven years now, Reigl has presided over the Prague Skål Club. Under his leadership, Skål has evolved to be a vanguard of the professional networks in Prague.

The tourism platform Skål developed as the outcome of a business trip. In 1934, on the occasion of a new air route to Scandinavia, a group of Frenchmen went to visit their colleagues – in a time when networking rarely extended beyond national borders. Among all the foreign languages heard during the trip, remarkably, one particular word kept sticking: skål. The equivalent of the English “cheers” and the Czech “nazdraví”  became the name of a novel network, the first of its kind in tourism.

Aware of that danger and not afraid to challenge traditions, Reigl, as the club’s new president, was able to change Skål’s course. “We have managed to win many young people. This had been one of the key problems that the club was facing.” It is not without pride that Reigl can now feel a fresh momentum that is considerably owing to Prague’s contribution, acting as one of the vanguards on an international level. The club’s slogan is now “doing business among friends.”

Skål Prague is celebrating its 20^th anniversary this year. Today, the club has 72 full members, fondly called “skålleagues,” as well as 18 members of Young Skål, where students have the rare chance to meet and mingle with top industry leaders on an equal level. Reigl praises the club’s cooperation with the college Vysoká Škola Obchodní as a vital source for students of tourism.

The development in Prague is exceptionally dynamic because the city’s high number of hotels inevitably leads to a certain degree of fluctuation in the club’s members. Whenever a hotel director is relocated to another country, Reigl springs into action, trying to win his or her successor. Skål’s members in Prague stem from a variety of countries, making English the club’s “lingua franca,” or common language.

Modernization has also affected the profile of Skål members. Today, tourism is perceived in broader terms than before. Thus, an IT provider who produces software for hotels fits seamlessly into the scope of the club’s members. In the spirit of opening doors, members from outside of Prague are also welcome. However, sufficient English skills are required for club membership. “A condition that regrettably is not met by all representatives of Czech tourism businesses,” Reigl says.

Even though Skål take pains to avoid falling back into its former elitist attitudes, he points out the need for Skål’s members to be in positions where they can make decisions in their professional environments. Otherwise, the entire platform would lose its meaning and relevance. The times of superficial “talking shops” are gone, and members are very much invited to share their professional experiences and talk about business. Skål invites high-ranking guest speakers to its regular meetings and seeks collaboration with media, such as PTV Media (www.prague.tv, www.praguemonitor.com, www.mansprichtdeutsch.cz). The club is increasingly understanding its own potential as a special interest group, whose voice should be heard.

Reigl is trying to create synergies with other networks and is not scared to approach politicians and diplomats in order to positively influence conditions for tourism. Even though direct involvement in politics is not on his agenda, he is fully aware that tourism is not possible without a conducive political climate. As an Austrian, he knows about the benefits of tourism for national economy. He regrets, however, that Czech politicians often perceive tourism as a blessing that came from nowhere and that thrives almost on its own. Even Prague’s attractiveness as a city doesn’t suffice to make it a flourishing tourist destination on its own.

Reigl depends on international networking to broaden Czech horizons and improve Skål’s work in Prague. “Particularly younger Czechs are now more open to change and to learning from others,” he says. He attributes this positive development mainly to increased international exchange and takes it as a confirmation of his chosen strategy for Skål in Prague.

Learn more about Skål Prague at www.skalclub.cz

Author: Czech Leaders in cooperation with Christoph Amthor, PragueConnect.cz

After more than 10 years of experience working for Café Coffee Day, owned by parent company Coffee Day Global Ltd., at their central headquarters in Bangalore, India, Ved Malhotra came to Prague as the company’s European GM in January of 2013.

While Vienna is known as “the capital of coffee,” the opportunities of expanding the company’s brand and franchise potential in Eastern Europe stemmed from the company’s acquisition of the Cafe Emporio chain in Prague in 2010. In the 10 years the company has been in the European market, Café Coffee Day has expanded to include 4 locations in Prague, Czech Republic as well as 6 locations in other Czech cities including Brno, Plzen, Most and Pardubice.

PragueConnect.cz met Malhotra at the recently reopened Fanta Cafe in the historic Fanta building of the Prague main train station to speak about Coffee Day’s emergence as an international coffee chain in the Czech Republic.

Although the family-owned company has been in the coffee business since 1870, the first Café Coffee Day cafe was opened in 1996 in Bangalore, India. Initially, the company’s coffee shops were places where Indian youth met to hangout, surf the internet and have a coffee. They served as internet cafes as much as specialty coffee houses. However, the brand soon spread across the country. CCD, as the brand is locally nicknamed, currently operates 1500 stores in 200 Indian cities and serves about 300,000 guests daily.

Currently, CCD is opening new cafes in India at the rate of 10-12 per month, in addition to the company’s recent expansion into Europe, Malaysia and Egypt.

The company’s founder V.G. Siddhartha is credited by Economic Times “for crafting a successful pan Indian brand from a commodity business and giving Indian consumers a new lifestyle experience that is within the reach of the common man.”

The origins of CCD’s coffee beans are steeped in an ancient legend that an Indian Sulfi saint smuggled 7 coffee beans from the nearby Ethiopian province and planted them in the hills of Southern India’s Western Ghats. Today, the company’s coffee beans are still raised in the Indian Highlands in the shade of trees on the company’s 12,000 acre plantations.  The berries are hand-picked when ripe and later roasted in the company’s own roasting plant. Coffee Day Global Ltd. is the largest producer of Arabica coffee in Asia and one of the top 3 exporters of green coffee in Asia. Currently 7,000 tons of coffee beans are roasted annually. The company employs its own research & development team which has created 22 different Indian coffee blends and 4 blends specifically for the European market.

In India, the brand has three distinct retail concepts, ranging from Café Coffee Day “Xpress” with 900+ kiosks located in shopping malls, corporate centers, hospitals and metro stations to “The Lounge” a sit-down coffee shop serving breakfast and lunch in metropolitan areas. At the pinnacle of coffee culture, CCD operates “The Square,” 7 premium luxury cafes with full-service restaurants, single origin coffees from around the world and coffee selections paired with food. Coffee Day “Fresh and Ground” retails fresh, ground coffee. The brand also sells a capsule machine and “WAKECUP” cups and was the first Asian brand to produce a single-cup system.

Café Coffee Day’s newest Czech coffee house, the Fanta Cafe epitomizes the vibrant, social coffee culture that the company would like to bring to each of its European coffee ventures.

When asked about the differences between Indian and European coffee house culture, Malhotra said. “Coffee is a bigger cafe culture in Europe. In India, it’s still growing. Europeans are used to staying an hour or two longer at the cafes. They meet with friends and stay for drinks other than coffee.” While Malhotra admits that Viennese coffee culture is more cosmopolitan than in the Czech Republic, he says that Czechs see coffee shops as social outlets.

In each of their European cafes, Café Coffee Day operates as a full table-service cafe, meaning that customers do not have to stand in line to order their coffee or carry it back to their seats. The CCD coffee houses serve sandwiches, pastries and homemade cakes as well as a breakfast combo, including fresh muesli. The Novy Smichov, Prague location has a full-kitchen offering international cuisine and Indian drink and food specialties. On the whole, the costs for CCD coffee drinks in the Czech market are slightly below those of American and British chains.

When I asked Malhotra if there were any difficulties particular to entering the Czech market, he admitted that learning the Czech language has been a challenge. However, from a business point he says, “I appreciate the fact that Czechs are straight-forward in business. They do not waste time being diplomatic. What they promise, they will deliver.” In the Czech Republic, he has gathered a professional team of employees; many are Czechs with international experience in the coffee and food industries.

In the future, Malhotra said, he’d like to introduce top-quality Indian coffee in full-service CCD cafes in more key European locations. Specifically, the company is looking at other Eastern European countries for possible franchise opportunities. In Prague, he’s interested in using the historic Fanta Cafe space for events, birthday parties, book readings or signings.

As Malhotra has learned, Czech cafe culture is strong.

Author: Czech Leaders in cooperation with Emily Prucha, PragueConnect.cz

“Each and every life is full of unexpected events, surprises, tests, happiness and disappointments. ”

For me, the phenomenon of Kühn’s Children’s Choir embodies the connection between classical music and other themes such as education, civil society, Czech legacy, and tradition.

For seven years I have witnessed how the choir functions, and I am still amazed how this group of more than 600 children, of different ages and levels of progress (from preschool years to adulthood), is organized. From their regular attendance to exams, we see the choir’s incredible determination through their performances, their hosting of operas and dramas, and their international tours to artistic summer camps (where more than 220 children meet), and in their the preparations for each upcoming season. All of this happens in a friendly and almost family-like atmosphere. Kühn’s Children’s Choir does not only give opportunities to the most advanced singers, but it also gives children the chance to perform in front of real audiences, children who come from different backgrounds,who may even have the chance to participate in an international tour.

The tradition of the Choir goes back to the year 1932, when Jan Kühn, an opera singer and  radio director, decided to organize a group of children from one of Prague’s schools, and teach them to cover difficult concerts and opera repertoires. This mission continues today. Kühn’s Children’s Choir is the only choir that has won three times at the international choir singing festival in Toulouse.

Known for its professionalism, the Choir is chosen by international artists like José Carreras, as well as by members of international state operas, national theatres, Summer Shakespeare celebrations and other professional organizations.

Over the next few months, you will be able to see Kühn’s Children’s Choir performing in Hansel and Gretel at the State opera, or at many Christmas concerts.

After many successful journeys to the USA, Canada, Mexico, and South Korea, the concert department awaits their 2015 autumn tour in Australia.

Professor Jiří Chvála has been part of the Choir since 1958, and since 1967 he has been the chief choirmaster. Until now he has supervised the course of the Choir, carefully conducting the vocal warm-ups before the performances, and he also performs with the concert department. Professor Jiří Chvála is still teaching at the department of Music and Dance at the Academy of Performing Arts, and he is also the head of the mixed choir Canti di Praga.

The first traditional question – how do you perceive today´s world?

Each and every life is full of unexpected events, surprises, tests, happiness and disappointments. I cannot answer this question well. I just think that today’s human being – homo sapiens sapiens – understands the world and life less and less.

And how do you perceive the role of the Czech Republic in this world?

This question could be turned around. How do others perceive our role in this world? I think that we can agree that the imaginativeness of our heads, and skills of our hands, make a mark in the world. We should not forget how significantly Czech musicians “conquered” the world.

Is the old saying “Every Czech is born a musician” still valid?

It is true that music in the Czech environment has naturally cultivated all social classes. However, our contemporary lifestyle leads us somewhere else. Even though it is possible to download any record, people have lost the need to express themselves through music. Although it seems like our musical foundation is sinking, I am surprised by how many amazing young talents I meet in art schools. I think that natural musical behaviour, as when a mother sings to her baby, is missing now. This kind of contact is important for the development of personality, and without it, a child can hardly discover expression through singing.  This is one of the reasons why we accept pre-school children to our choir.

 The importance of Czech music is essential for spreading the good name of the Czech Republic abroad. Do you feel sufficient institutional support in this area?

Over the last few years, we have not received many offers from agencies to present our culture to the world. The only reason that we are appearing on international stages is because of our hard work and dedication. I feel as though creative and interpretative art has been left behind, and that nobody really cares about it anymore. There are many other things that should be financed first, however the issue is not only about money, it is also about interest and recognition that can encourage young people and set an example. Economic diplomacy is a term that is widely used in the Czech Republic. By the same token, cultural diplomacy is also  one of the best sources for drawing attention to us beyond our borders.

What role do you attribute to “art” classes (music, art, film, etc…) in the framework of education? Many prestigious schools abroad emphasise the importance of these subjects, while in the Czech Republic they are perceived as marginal, and the quality of the education is very low.

Both students and the public consider these subjects marginal and not important. It is not common for someone to fail art education or music education class. These classes must be about the relationship to the artistic discipline, and feeling aesthetic values, rather than learning a curriculum. Art education takes time and requires patience, because it does not have an immediate effect. This type of education deepens and enriches the personality of a child (as well as that of an adult) and the benefits are essential and irreplaceable. We should not forget that the development of science and technology needs to be balanced by different values, which are hidden inside our souls. We should take care to cultivate these values, particularly in children.

You have followed the legacy of the founder of the choir, Jan Kühn, throughout your teaching career. However, looking at your work, I see parallels with the great Czech teacher and 17^th century philosopher Johann Amos Comenius and his School by Play (Schola ludus).

It sounds great to be compared to Komenský’s vision about School by Play. When we do something for a long time and successfully, it really seems like we are playing. However, our success is the result of great effort and painstaking work. For years I have been trying with the choir and my co-workers to develop Kühn’s legacy. I am honoured that I was his student at the Academy of Musical Arts, and then his co-worker.

Experts indicate that the new generation of children is not interested in leisure activities and sports, but rather spends time in front of the computer. Kühn’s Children’s Choir is successful and the number of children is rising. What is your explanation for your success?

It is not easy, even for our choir. Even though we see a lot of interest, it is mostly the pre-school kids that come. This is because parents want to orient their children toward sports, languages and other activities. I can see that the older kids who join the choir have poor vocal expression and no previous experience. This could be due to, as you said, too much time spent in front of computer screens. Professional choir is not the solution to this problem, however it can encourage activity, creativity, discipline and musical sensibility. And that means a lot.

Every year you take a large number of children to the preparatory department, and the exams are not very hard. Do you support the theory that everybody can sing?

We always mention on our leaflets that we take children with healthy voices, and with a good sense of hearing. And that is still valid. However, the number of children with damaged voices is increasing. We tend to believe that we could bring up singers with average talent.  That does not mean that we cannot work with talented children. We have many examples of singers who started in Kühn’s choir, where we gave them solid training, and they continued in their career to become soloists, in the National Theatre for example.

It seems that Kühn’s Children’s Choir has reached the goals that it set out to achieve. Do you have some unfulfilled dream?

In 1967, when I was commissioned to lead Kühn’s Children’s Choir, I felt a huge responsibility. At that time, I could not imagine how many beautiful tasks I would fulfill, how many great people I would meet and work with. I did not even imagine that we could perform on prestigious podiums in Milan, New York, Moscow, and tour in Japan and America. I wish that my successors find great joy, happiness and life fulfilment in the development of our choir.

Your final words for the readers of Czech Leaders Magazine?

We should honour Czech musical tradition, our choirs, and the biggest treasure passed on by generations in the form of Czech folk songs. In a few days, we are releasing a new CD recording with 35 beautiful folk songs. May this collection make us all happy.

Kateřina Glacnerová from the Anglo-American University helped with the translation and abridged version.

“Sponsors are afraid to be associated with cancer. ”

Our society is healthy and aware of the need to help others, yet, according to Michaela Fridrichová, it is necessary to address the public repeatedly and by new means. What does the League do, and what issues is it focusing on right now?

Dear President, the League Against Cancer was one of the first non-profit organizations founded in our modern history. Most people associate it with its symbolic yellow flowers. Are the flowers still the main symbol of the League?

The League Against Cancer Prague has a logo in the shape of a shamrock, symbolizing the three main pillars of our activities. One leaf symbolizes science and research, the second one represents the lives of oncological patients, and the third leaf stands for the promotion of the prevention of oncological diseases. Below the leaves you can see our name – The League Against Cancer Prague. The truth is that for many people, the main symbol of the League is a yellow flower of Marigold, which represents the fund-raising campaign on the Czech Day Against Cancer. I am glad that as a helping organization we are connected to a healing plant.

Every year, you focus on one area during May Day. This year, you decided on oncological diseases of reproduction organs. Why?

Every year, we concentrate on the promotion of possible prevention of one oncological disease. Of course, we choose the diseases which are preventable. I mean those diseases which may be caused by a certain life-style or behavior. What we promote is a timely secondary prevention, because the primary prevention – e.g. vaccination – is possible only for a few diseases. For this year, we decided on the issue of oncological diseases of reproduction organs. It is quite a big issue, so we limited the topic to cervix tumors and other tumors of the vagina, and we briefly mentioned tumors of the ovaries. Regarding men, we focused on testicle tumors, which is not such a common disease, but affects mainly young men between the ages of 18-40. A questionnaire survey conducted by a very capable young female student from Liberec revealed that out of 300 young men, as many as 71% never heard about this disease, and never read any informational materials about it. The rest of the data was similarly sad. It is a disease curable in 95% of people, but it may be fatal as well. Ectocervix tumors are mostly diagnosed in young women.

How can it be prevented?

In this case, real primary prevention means the vaccination of young girls and women against certain types of human papillomaviruses. These papillomaviruses are proved to be able to induce cancer, and vaccination against them can decrease the occurrence of disease by 70%. The ideal time for vaccination is before the first contact between the cervical mucous membrane and virus; it is suitable for young girls aged 13-14. This vaccination is covered by health insurance. Internationally, it is recommended to vaccinate young boys against the same viruses, with the aim of reducing the risk of spreading disease to their partners. The protection of young people is very important, maybe the most important of all our efforts. Children are our hope for the future, and without them there is no future for families or communities.

Was there ever a moment during the 25-year history of the League when you considered quitting these activities? After all, newer organizations have come.

I don´t think non-profit organizations compete much, they rather cooperate. If they are not supported by a really big foundation, their work is very difficult, and getting new voluntary workers is harder than you may think. I can´t speak for the Professor, but in my case there was never a moment during those 5 years when I thought of quitting. The number of oncological patients is growing, people need the information. We are not alone, our organization belongs among the World and European leagues against cancer, although we don´t have any state support, nor any big foundation sponsoring our activities. However, through our work over many years, we have kind of cultivated our own public space, so that it is generally accepted that we do common voluntary work, and our charitable activities are normal.

How much did the work of charities in our country change after DMS, i.e. donors sms messages, were introduced?

I don´t see any difference in the work of charities. For many people DMS is a very comfortable and easy way of contributing.

There are many organizations in the Czech Republic which focus on the support of oncological patients. How can we know if they are trustworthy?

I think that Good Angel and similar organizations are trustworthy. Moreover, every organization has their annual report with an overview of their income, expenditures, donors, and contributors. There you can easily see how the organization works.

Is today´s society more inclined to help than at the time of the League´s foundation?

I am afraid that society is inundated with fund-raising organizations, and real or fake volunteers, who stop passers-by for one good thing or another. Society is tired of this, stressed by the international situation, local conditions, and the never ending pressure for “charity”, which often plays a role of a substitute for our health system, as well as state and other institutions. Generally, our society is healthy, it is aware of the need to help others. I don´t think the situation is getting worse, but the financial possibilities of people are changing.

The League concentrates in three areas. First, there is the prevention of oncological diseases, and education about healthy lifestyles. Are strong stories still helping to educate people, or do you have to come up with new ways of education?

We are not necessarily looking for strong stories; it is really tricky to tell the story of a patient and his or her family. Of course, we try to address society repeatedly and by new means, but we also respect the privacy of patients. We prefer working with friendly media, and with their help we try new ways of prevention and education about healthy lifestyles.

Another area you focus on is in improving the quality of life of oncological patients. What concretely can you do in this respect?

We try to provide patients with various information, organize and co-finance rehabilitation and re-fitness stays for 4 or more days, we help our patients raise funds, and we run a “tumor” phone hotline – an information service for patients and family members or other people to discuss their problems with oncological professionals. Of course, we reply to email enquiries and have our webpage for the public, as well as our Facebook page, etc. Social networks are the future of our projects, as you are not able to address the young generation anywhere else. We miss more helping hands.

The last area is the support for oncological research and equipment for oncological centers. These must be the most costly, right?

Every year we use our funds to support various projects of research centers that apply for co-financing from the League. If the project is interesting from an oncological research standpoint, or a basic research point of view, we try to grant a request. Unfortunately, there is not enough money for all projects, as we are not able to provide 2-3 million CZK and thus substitute the role of the Grant Agency. We strive to help health care institutions with purchasing special aids for radiotherapy, or for example the pumps for chemotherapy. We always choose such things that make the lives of oncological patients easier, or improve the conditions of treatments and so on. We also try to help hospices, and if their requests are reasonable we help. We may not provide money for salaries. There is never enough money but we try to minimize the cost of the League´s operations as much as possible, and we account for every single crown.

What projects is the League preparing right now?

Currently, we have started a Travelling Exhibition to seven Czech and Moravian towns. Every year we try to visit new towns and interactively bring the parents and children to read the information and take part in our competitions, and thus teach them something in an interesting way. New panels bring updated information on the main oncological diagnoses, and at least one day we provide the visitors with dermatology services, where they can get their skin checked, and if necessary get advice on how to further proceed for treatment. At the beginning of autumn, a patients´ assembly will take place, this time for two days. It is possible to meet the representatives of patients´ clubs, and exchange our experience and ideas. For December, we are preparing a Christmas concert.

Do you appreciate higher donations than the minimum of 20 CZK for your flowers? Well, we set the minimum price per flower, not the maximum (laughter). We have sponsors who contribute regularly, we have donation agreements, you can deduct donations from your tax, and we never refuse good cooperation!

Is it complicated to win favor with bigger donors? What is the most difficult part of it?

The biggest problem is addressing potential sponsors. They are mostly not interested in our issues, or they are afraid of them. For them, it is neither an honour nor a pleasure to sponsor the League´s activities, as they are afraid to be connected (although just verbally) with cancer. This is the difference when compared to other European countries where sponsoring of such activities is common among big companies.

What do you enjoy most in your work as a head of the League?

Cooperation with a great small creative team of people, who work to make the League run like clockwork, even 26 years after its foundation.

Who do you think is a true leader?

This is actually a very difficult question. For me, the international leader is Pope Francis. If only one-half of humankind used the same common sense, there would be no wars or poverty. If the other half of humankind had his heart, the world would become a paradise. In our country, I see a leader in the incredible but neglected personality of Professor Erazim Kohák. For him, the same holds true as for the Pope. His view of the world, of history, of moral principles, and his wide scope, deep knowledge, common sense and all-understanding of humanity make him an astounding personality! It is a pity that we don´t have more opportunities to hear his opinions.

By: (jk)

“I would like to help connect Czech know-how with Luxembourg’s financial potency and experience. ”

In January of 2015, long-time diplomat H.E. Petr Kubernát became an extraordinary and plenipotentiary ambassador of the Czech Republic to Luxembourg. He has plenty of working experience in the state administration, as well as the private sector, where he also held the position of the President of the Netherlands-Czech Chamber of Commerce. What are his goals in the new position, and where does he find opportunities for Czech companies?

Dear Ambassador, you started your diplomatic career in 1992. Why did you not start in 1984, when you completed your studies at Kiev State University, in the Faculty of International Relations and International Law, where you specialized in International Economic Relations?

In those days, international business seemed more attractive to me than diplomacy. In addition, my internship experience confirmed the fact that, in those days, ministries of foreign affairs and diplomacy in general were rather about shallow political games, behind-the-scenes plays, and the pursuit of personal gain. That was one of the reasons why I decided to work for the foreign trade company Centrotex, where I worked in the export department for 8 years, and gradually worked up to the position of Vice Manager of the trade department. In 1992, I was attracted to the position of Economic Secretary of the then Permanent Mission, awarded by the European Community in Brussels. In competing for that position, I was the favorite of a three-round competition, so in the fall of 1992 I entered the field of diplomatic services.

After becoming ambassador, the first place you served was in the Kingdom of the Netherlands. While you only just recently arrived to Luxembourg, is it possible to compare the two places?

On one hand, Luxembourg and the Netherlands are two very different countries, but on the other hand they also have a lot in common. That must also be the reason for their successful cooperation in Benelux. Let´s look, for example, at the same pragmatic approach the citizens of the two countries take when solving their problems, let’s look at their straightforward manners, their positive attitudes to foreigners, their feelings for business, their skills in navigating the international environment, and their abilities to communicate in multiple languages, and so on. They are similar people indeed.

Ok, but was the Netherlands special in any way, in respect to your profession?

 In the Netherlands, my bilateral agenda was markedly enhanced by its multilateral dimension, e.g. in the field of international law. At the same time, I was a permanent representative of the Czech Republic in the OPCW (Organization for Prohibition of Chemical Weapons) and as the first Czech, I was elected a chairman of the Executive Board. So, the Czech Republic was actually managing the whole organization for one year. For this agenda, we did a lot of work with my colleagues, and I am glad that the Czech Republic left a very good track record in the Haag. In the Netherlands, the important priorities for me were public diplomacy and support of economic trade relations. And these are the issues I would like to carry on in Luxembourg as well.

Due to cost-saving measures, the Czech Republic closed down its residential embassy in Luxembourg. Do you think this was a good decision in 2012?

I have never considered the decision to close down our embassy in Luxembourg a good step. Unfortunately, the embassy in Luxembourg was among the ten embassies chosen before 2012 to be closed down for financial reasons. Although the Luxembourgers tried to understand our reasons, they were not pleased at all. They left their Prague embassy open anyway. Of course, the fact that our embassy was closed down influenced our bilateral relations. Now, after the re-opening of the embassy, we are able to build on the previous activities in some areas of cooperation. However, elsewhere we are starting again from zero, like in 2002 when our residential embassy was opened in Luxembourg. Besides, the lives of more than 1500 Czechs living in Luxembourg were complicated by this decision, because they had to contact our Brussels embassy 220km away with all of their consular issues (inquiries for birth and marriage certificates, new passports, verifications of documents, criminal record statements, etc.). The other option for them was to solve these issues when visiting Prague. Furthermore, there was the fact that the Czech state kept ownership of the beautiful embassy building in Luxembourg, which previously belonged to the former Luxembourg Prime Minister Pierre Werner. The villa underwent a complete reconstruction and it was necessary to temper it, especially in winter, to provide all year round ventilation, and monitor it with a security agency. All of this cost money too.

You say that we can build on our relationship with Luxembourg. Luxembourg Minister of Foreign Affairs Jean Asselborn said that with the re-opening of the Czech embassy at the beginning of this year, a new chapter on mutual relations was opened. What did you manage to write for this new chapter during the last six months?

Within the scope of diplomatic activities in a foreign country, six months is too short of a time. Moreover, every new ambassador has to get to know the country of his assignment first, undergo a series of protocol and courtesy meetings, and establish important contacts throughout all areas of public life.

Since July 1st, Luxembourg has been the presidential country of the European Union…

 Yes, this situation may often keep us fully occupied. However, we aren’t wasting any time, and we have already organized several cultural events, or cooperated as event co-organizers. Until the end of the year we will be preparing a seminar on economic opportunities in the Czech Republic, together with the Luxembourg Chamber of Commerce. The main speaker will be the Minister of Industry and Trade Jan Mládek. At the same time, the seminar will mark the beginning of the preparations of the Luxembourg business mission to the Czech Republic, planned for the second half of 2016. In cooperation with the importer of Škoda cars to Luxembourg, we are working on the introduction of the new Škoda Superb model, and we are preparing the audiovisual presentation of the projects connected to this year’s anniversary of Mister Jan Hus’ death. For the end of the year, we want to arrange one more classical music concert. Also, we are diligently preparing for the upcoming year, which will mark the 700^th birthday of King Charles IV. With selected Luxembourg partners, we are discussing the arrangement of a series of conferences on the topic, exhibitions, and a medieval music concert. We would like to enhance awareness and deepen the knowledge of Luxembourgers, especially the young generation, on the personality of King Charles IV.

Let´s talk some numbers now – Luxembourg is the fourth biggest foreign investor in the Czech Republic. Regarding the trade of goods, it is the 45^th most important export partner of the Czech Republic, and 38^th regarding imports. For Luxembourg, the Czech Republic is the 19^th most important supplier and 16^th  most important purchaser. These are interesting numbers.

Yes, you are right; these are interesting numbers, especially if we count per citizen (when possible). Otherwise, the Luxembourg market is small, not only in area but in the number of people as well. And so no dramatic increase of export or import may be expected. On the other hand, if you consider the so-called Great Region, consisting of Luxembourg, Belgian Wallonia, French Lorraine, and German Saarland and Rhineland-Palatinate, you have a market which represents an area of more than 65 thousand km2 with 11.3 million inhabitants. At the same time, it is a reference market, where you can test potential interest in your products or services in four countries at one go.

What are the benefits of having permanent representation in the country?

Besides the traditional role of all our representative offices abroad, which is to protect the Czech Republic abroad and Czech peoples’ interests, and to promote our country, I think every embassy should be helpful in establishing contacts between individual business subjects of both countries, i.e. opening the right doors, and in creating a positive environment for business. Searching for potential business opportunities for Czech subjects, and support of the development of economic diplomacy, will surely be among my priorities in Luxembourg. What I mean by that is searching for more sophisticated forms of trade and economic cooperation, for example through the connection of Czech know-how with Luxembourg´s financial potency and experience, rather than just the simple support of our export growth. That is because I can see some logical limitations here in the local market’s limited capacity for absorption.

However, Czech representation in Luxembourg is quite small.

I think the size of our team is quite sufficient and corresponds with the tasks we are supposed to follow, as well as the priorities we set ourselves. A higher number of employees does not necessarily equate to better performance. Unlike the big embassies, we have to communicate more with each other, perform cumulative functions, participate on the fulfillment of tasks, and rely on colleagues to dutifully complete their tasks. Moreover, we are in a certain trial period here, shortly after the re-opening of the embassy, so we need some more time to be able to evaluate the efficiency of our activities, and decide if the number of personnel and their portfolios are sufficient.

What are the concrete opportunities that Luxembourg is offering to Czech companies right now? What are they focused on?

Luxembourg is especially interested in information and communication technologies, biotechnologies, renewable energy sources, enviromentaly friendly technologies, and everything connected to transport infrastructure. It seems that we can be successful in the construction industry here too. The thing is, Luxembourg has a somewhat neglected housing sector, and now they are trying to catch up. There is a lack of flats as well as residential houses, and if you find some, they are really expensive to buy or rent. I can actually speak from my own personal experience, since I was looking for a suitable accommodation for six months. The construction of transport infrastructure could be another field where Czech companies may be successful. However, it is necessary to prepare for serious competition, especially from Luxembourg’s neighboring countries, which are desperately trying to catch up in the Luxembourg market.

As we already mentioned above, Luxembourg currently holds the presidency of the European Council. Does this mean more duties for an ambassador in Luxembourg?

Definitely so. Basically it represents an extra agenda for the six-month presidency. But I am not alone here. Our small team was strengthened by a colleague from headquarters, who is primarily responsible for any issues connected with the presidency. A lot of these responsibilities are matters of coordination and logistics. For me it means more meetings and discussions, while on the other hand the presidency brings me the opportunity to meet most members of the Czech government or their deputies, chairmen of some parliamentary committees of the Chamber of Deputies and Senate, and colleagues from other ministries who come for informal and formal meetings connected to the Luxembourg presidency.

Luxembourg is the country with the highest nominal GDP per capita worldwide. Is this visible in everyday life?

The benefits for Luxembourg’s citizens arising from this fact are probably not so visible at first sight, but of course they are benefiting. I can mention for example some general social benefits, targeted direct contributions for specific groups of citizens, and also the level of the state support for culture. Statisticians often discuss the possible misrepresentation of Luxembourg’s GDP per capita, based on the 180 thousand so-called peddlers who are not true citizens of Luxembourg. The Grand Duchy of Luxembourg is the richest country of the EU, and the standard of living is high here, but prices are high too. You can see that practically everywhere. A certain role is also definitely played by the fact that Luxembourg has a high concentration of banks. The country hosts the seats or branches of more than 140 banks. For foreign banks it is a matter of prestige to have representation in Luxembourg. Many of them truly directly operate in Luxembourg, and serve their clients in the west, as well as southern Europe. Luxembourg is also the seat of several important Union institutions like the European Investment Bank, the Court of Justice of the EU, Eurostat, and parts of some Directorates-General of the European Commission. Here, you can also find the seats of big international companies like Amazon, PricewaterhouseCoopers, the satellite company SES, Goodyear, DuPont and more. And you can also add the companies which chose Luxembourg as their seat due to tax optimization.

Can you describe Luxembourg’s business environment?

It is very transparent and quite often predictable. This is a very important attribute for companies and firms operating here. Here you do not often see changes in the national economy. Future changes are always discussed with all interested subjects, including businesses. All possible impacts of potential legislative changes, or the introduction of brand new legislative standards, are evaluated in detail. It is not unusual that research and independent institutional studies of possible impacts are arranged. The overall tax burden of companies is low. Luxembourg state administration is, considering the number of employees, small but quite efficient. The size of the country does not require a high number of state sector employees anyway. Often, the functions are cumulative, while on the other hand you can also find part-time employment, especially for working mothers. Many ministries are located at one place, in a so-called government quarter near the historical center of the capital city, so even the often tiring office commute has been reduced.

Being so busy, do you have any free time at all? And how do you use it?

I always try to save some free time to be able to compensate demanding working days with necessary relaxation; however, I am not always successful. This presidential year appears quite difficult for me. But when I do have some free time, I go biking. I have been enjoying that since the time of my appointment in the Netherlands. However, the truth is they don´t have a complex system of bike trails here, and terrain is much more difficult. Besides this, I also like in-line skating, and in winter we “obligatorily” go skiing for at least a week. Usually I prefer downhill skiing, but lately I have again acquired a taste for country skiing too. In summer, it is another obligatory week of swimming and seaside relaxation. I can also relax at a good movie, but recently I have no time for reading books and listening to classical music.

By: (jk)

“We cannot afford to lose the talent and skills of women. ”

It will soon be one year since you became Commissioner. How do you evaluate the past year?

It was a hectic year for me but very interesting. I got into this new field and caught on a wide portfolio. As you know, I come from a different area and I had to adapt to diverse work modes. I had to demonstrate high knowledge when communicating with top experts from justice (prosecutors, judges), ministers, but also business people. In my portfolio, there is the reform of personal data protection at the top, but also the EU-US negotiations on data protection or the preparation of the European Public Prosecutor. And there are other agendas where I am engaged, for instance the new security strategy. There are the challenges of political and societal events across the world and shifts faced by today´s Europe. I am part of a political body that has the competence to act in some areas while in others we have limited powers such as asylum and migration policies. In spite of that, there is a willingness and effort to tackle these issues at EU level. I feel that we live in a remarkable times where we can seize unique opportunities to find new solutions in many fields.

Your portfolio covers justice, consumer protection and equal opportunities. In the Czech Republic, the gender policy is still considered as an alternative medicine. Why is it so important and why should there be higher number of women in company boardrooms?

When reading reactions from the Czech Republic, I have the feeling that there is a high number of women with low self-confidence and bigger group of men alarmed asking “what do you want from us”?! I realized that the issue is misunderstood widely in the Czech Republic. This is also why l decided to bring in economic arguments. Personally, I believe that we waste investment we put in women’s education as 60% of university graduates are women and only 10% of them are later on in managing positions in companies and 20% in boards. I perceive a similar trend in the justice or IT professions. Women have a great skills and education. Barriers to women employment in labour market cost some EU countries nearly 5% of their GDP. We have to combine legislative and non-legislative measures. Mainly on the side of employers, where we have to initiate part-time, work from home, co-working, etc. The directive on increasing women’s participation in decision making – so called Women on boards – was a reaction to economic and financial crisis. It has been proven that gender balanced management can sense the crisis sooner. Men use to solve problems with “run and tasks”, women with self-reflection. Listed companies, addressed by the newly proposed legislation, are the giants who are visible and should therefore become an ethical role model for others. Within the Commission, we have also introduced gender policy and we have set up targets for women involvement in top management. It is a systematic work and part of it is also to prepare the ground for these women and develop their talent.

In May, the Commission published the Digital Single Market Strategy. In its framework, you are working on the Digital contract proposal which is a follow-up of unsuccessful proposal for the Common European Sales Law (CESL). What is the goal of the new proposal and how do you ensure it will get support in the Council?

I am meeting with business and consumers representatives regularly. They all agree that it would be helpful to have common rules in the EU. I also got support from the governments. We have to bear in mind that by creating common rules we are intervening in national Civil laws. Online trade is a specific matter. Digital world does not like virtual boarders and our duty is to harmonise the rules. Concrete examples of some Member states show that a specific regulation for online sale of digital content works in practice. In the area of tangible goods online sales we still need to work further and consult the public. On the other hand, I believe that we cannot distinguish offline and online environments. A number of companies are active in both modes, and different rules for each environment would greatly complicate the business. Such a world cannot be divided. Impact assessment under the preparation will show us in which direction to go; one way could be to simplify consumers law. This is, among other things, an area that I want to focus on in the years to come. I would like to carry out a major review of consumers law, as a number of legislative acts come from the 80s and are obsolete.

One of the most important topics in your portfolio is undoubtedly the data protection reform which is to be finalised at the end of the year. What is in for business and what does the right to be forgotten concretely means for companies?

Personal information stored online can be outdated or distorted. The server can continue to make a false description of the subject. The right to be forgotten is a tool to repair the damage. The reform, in general terms, will establish a single, pan-European law for data protection, replacing the patchwork of national laws. This will make it easier for companies to operate in the EU, as they won’t have to deal with 28 data protection rules. For SMEs it means less obligations to report to the supervisory data protection authorities, for all companies it will bring money saving for legal assistance in different countries they operate. The new legislation will ensure a quick solution to repair the damage via a one-stop-shop that will help the companies to tackle the problem at home and not in another Member State. I look forward to put the legislation into practice. We will accompany the implementation of the new legislation by an information campaign to make companies aware of their responsibilities and the rights of the subjects who entrust their data to them.

Data protection of EU citizens is also a part of the EU-US negotiations. How will the reform be reflected at EU level in the EU-US negotiations on data protection?

Safe Harbour, a data protection agreement to protect the privacy of EU citizens, was criticised by many Members of the European Parliament, but we received strong guarantees from the US side in terms of strengthened control of the system. We have also agreed on a sanctions mechanism. I have personally negotiated with high representatives from the US administration. We are still negotiating over the access of the US secret services to EU citizen’s data. We need to define the particular cases when the US secret services will have the right to access European data. It is very sensitive and we have the EU citizens’ privacy as a priority. We want to have annual report from the US to have a clear view and we look for strong guarantees. Our goal is to reach high security of data and avoid spying. In September, I will present the report of the EU-US negotiations on data protection progress to the College of Commissioners and to the Members of the European Parliament. At the same time, we are finalising an umbrella agreement with the US on police and judicial cooperation.

The Commission is preparing a work programme for the next year. What kind of initiatives can we expect in your portfolio?

In the next year, among others, we will focus on insolvency rules. We wish to give a second chance to entrepreneurs who did not succeed. Better alignment of rules in the European Union means better conditions for foreign investors. Furthermore, we will be dealing with several proposals in the area of work-life balance but also in family law, e.g. revision of the Brussels IIa regulation, which is inter alia dealing with the cases of cross-border child care responsibilities. In this respect, I appreciate the better regulation agenda of the Commission, which is assessing the proposals before their adoption. Impact assessments and public consultations help us to avoid negative impacts of proposed legislation.

What is your opinion on immigration quotas? Shall we look at a prevention plan?

The numbers are warning. This is a reason why I think we have to look for a European solution. It calls for a new asylum policy. The solution must come with a whole range of measures including prevention. First of all, we have to help the refugees who are suffering from war conflicts and are in life threatening situation. This plight points out the lack of key competences and we need to decide quickly about a common action. We have to make sure to tackle the smugglers networks as well.

How far are you in the preparation of the independent European Public Prosecutor´s Office?

 We need to prosecute and bring to justice those who commit criminal offences affecting the Union’s financial interests. I want to put in place a strong, independent and efficient European Public Prosecutors Office to protect taxpayer’s money against fraud to the EU budget. At this stage, we are finalising the scope, in other words the kind of cases the prosecutor will be responsible for. The discussions with the Member states are going in the right direction. I would like to entrust the European Prosecutor with the competence to deal with VAT and in particular with carousel fraud. National treasuries lose billions of euros in potential tax revenues in this case. We have commissioned a study to quantify the loss of carousel fraud and quantify the benefit of a solution at the EU level.

What is the major difference between national and EU politics?

The political culture in Brussels is at high level and top politicians enjoy a great respect. In the Czech Republic it is rather the contrary. The higher you get, the less respect you have. On the other hand, I am missing a dash of directness, which I am accustomed to. Domestic policy is undoubtedly less diplomatically correct.

Thank you for the interview!

Alena Mastantuono, Director of CEBRE – Czech Business Representation to the EU

“I definitely see many great changes happening. ”

I was excited to meet Mr. Serge Borenstein, CEO of Karlín Group and the man who is primarily associated with the successful and innovative development of more than 400, 000 sq meters of Prague quarter Karlín.  I belong to the generation that remembers how Karlín used to look shortly before the Velvet Revolution (and also after being badly affected by the floods in 2002), and so I can still recall the bad reputation that was associated with this rather “industrial, dirty and risky“ part of Prague. I was looking forward to meeting someone so visionary, who fell in love with this part of Prague instantly while flying over it in a journey from Prague to Karlovy Vary in the revolutionary year 1989.  As an advocate of many forms of diversity, I was ready to discuss the advantages of a place that has a unique value in its “mixture of apartments, offices and wonderful places to relax”. And last but not least, I appreciated Mr. Borenstein´s activities in trying to not only improve the image of “developers”, but also in educating both public and civil servants about the trends and needs associated with latest in urban development.

Our interview obviously took place in Karlín Group´s offices in Karlín.  I appreciated how central this area was, as it took me only 15 minutes to get there.  Looking out of a window of the modern office building, sensitively built to fit with the old neighboring porch houses, seeing the busy street with cafés and people walking on it, I also succumbed to the genius loci of the place.

Mr. Borenstein, extremely busy and cautious of his time, sees himself as “an optimist, a born optimist and hoping to die like this day one day“. He responded quickly and addressed topics and challenges that far exceed the scope of architecture. It revealed the complexity of issues that urban development is connected to.  Me being Czech and naturally avoiding conflicts, I enjoyed Mr. Borenstein´s answers and comments that were very straight forward and often critical.

Mr. Borenstein, you have witnessed development in the Czech Republic since the 1990s.  How would you reflect the latest development here and in the world?

“I definitely see many great changes happening.  New technologies, new means of communication, freedom of expression and freedom of movement can help a Europe that has become too conservative. Especially in the Czech Republic, Poland and Hungary, where society used to be very homogenous, people now must adapt to the growing population of immigrants, not only refugees but foreigners coming to work and live, and this trend is irreversible.  This being said, I strongly agree that the refugee problem should be solved in a much better, organized way. During the last few years, Europe has turned a blind eye to the refugee problem, which I consider to be one of the most important challenges we face. I do not perceive it as a religious conflict, but as a conflict between conservative forces who like to keep their advantages on one side, and supporters of progress who want to adapt to life today.  Europe truly needs to change.  There is no place for racism, and many cities (especially in the US) can serve as an example that different people can live together and prosper together in multicultural societies.”

If we discuss this conflict between conservatives and modernists with regards to Prague development, then two opposing views emerge:  Those who want to preserve Prague as a medieval town ghetto, and those who want to build a modern city with a skyline of skyscrapers. How can these two opposing views be reconciled?

“But preserving the city does not necessarily mean being conservative and against development.  It is true that the inner city of Prague is quite unique and should be preserved exactly as it is.  There are enough places to develop around the center of Prague.  Just take examples from cities like Shanghai or Beijing that protected the old part of the city and built new parts far from the center.  In this case I cannot give examples from the US, as cities in the US do not have these old parts due to their rather recent history. However, protecting old monuments should not become a mantra against the development of a city.”

What is a model city that Prague should follow with regards to urban development?

“Well, I start with enlarging the perspective, as modern city development is not only about architecture.  It is also about public transportation and circulation. And with regards to public transport, Czechs are still very much advanced.  I am always amazed by the efficiency of Prague public transport which consists of the metro, trams and buses. Prague transportation is very efficient when compared to other cities.  Besides Prague, my favorite city is London.  I think London presents an interesting mix of conservative approach and modernity.  You can find the most modern buildings neighboring old monasteries and museums and it works very well.  Britons have done a marvelous job with regards to planning.  One more thing that is worth noticing is the small details in the forms of ornaments or symbols that new buildings share with the neighboring monuments, so as to create a fit that feels very natural.  Brits are extremely clever in handling these details, and that is why a totally modern building close to an old church does not look shocking but a quite natural fit. ”

Your nickname is Mr. Karlín.  Are there any other particular locations that you wish your name to be associated with nowadays, apart from your current projects in Prague 2 or Prague 4 Modřany?

“It is interesting because I never wished to have this nickname, but it came and I accepted it.   With regards to other areas of Prague, I feel very comfortable both driving and walking in Prague 7, and that is the area that I would like to help develop, as I continue working in the above mentioned parts of Prague.”

You mentioned that Karlín prices should be closer to the price range in Prague 1, given its prestige  and central location. This statement did not bring you many supporters, because Czech people are quite price sensitive.  Aren’t you afraid that the partnerships and community would disappear, and  Karlín would become a ghost town like the centre of Prague?

“I really feel that Karlín is unique and I stick to the statement regarding its rising value.  There are not many places like this in Prague where people can come to live, work and enjoy culture.  Besides many cafés, restaurants and galleries, Karlín has a modern large theatre with seating occupancy for 2500 people and a modern concert hall.  When you compare this to Prague 1, the office buildings in Prague 1 are not efficient.  They do not have parking spaces, they are not easily accessible from the street.  In Karlín, the fact that office buildings border residence buildings makes access much easier.  When I started, I was told that I cannot mix office and residential. I wanted to prove that this diversity would work.”

Your aim is to improve the image of developers, and you even co-founded an association of developers that brought together your competitors, not only to improve their image but also the communication with authorities.

“I agree with you that the image of developers is bad in Czech Republic.  But why is the image of developers so bad?  It is because the communication is almost non-existent between the developers and authorities.  Development in the city cannot be done without them.  In reality, when one half of construction contracts come from the state, the situation is detrimental.  The developer is perceived as an enemy.  I do not feel welcome when I enter the office and talk to the authorities, and feel I always have to fight hard to push things forward, when I would much rather negotiate.  The situation went too far when Mr. Stropnický declared that Prague does not need developers at all.  If you consider that this is the person responsible for the development, then you see this is an aberration.  The fact that I have developed more than 400, 000 sq meters in Karlín, and none of the openings were visited by representatives from the city, speaks for itself.”

What is your message to foreigners living in the Czech Republic?

Make an effort to understand the Czech mentality, the Czechs are not so expressive and warm hearted at first sight, as for example Italians, but gradually you can develop relationships that are very deep and long-lasting.

What is your message to Czechs?

I believe that Czechs should stand up for themselves more.  Sometimes they should not accept the situation as it is, and fight for better solutions, especially in politics.  You have a wonderful country, but you should also resist the temptation to become too nationalistic.   It always surprised me how many Czech people were successful abroad in experts positions as architects, lawyers, doctors, artists.  This trend  can continue only if you continue to be open to the rest of the world, which brings our discussion from the beginning to full circle.”

Did you know that the population density in Prague per square km is 2,534 people, in comparison to 4,132 in Vienna, 6,015 in Copenhagen and 16,096 inhabitants in Barcelona?  Prague is one of the most  “sparsely” inhabited cities, which causes problems not only with expensive infrastructure maintenance but also with regards to sustaining small shops and businesses in areas further from the center.  The “urban sprawl” problem is common to many cities, and the remedy is to bring the development back to centers of cities, using brownfields in forms of former train stations or factories.   

By Linda Štucbartová

“Czech people are very industrious, very pragmatic. ”

Did you know that the order of the Maltese knights has the full name of “Sovereign Military Hospitaller Order of St. John of Jerusalem of Rhodes and of Malta”? Did you know that the oldest uninterrupted presence of the Order, and thus the oldest Grand Priory, is in Prague? How does someone who is hard to find information about online end up having four hundred guests at their farewell party?

E. Mario Quagliotti is a rather extraordinary man, remarkable for his experience, deep wisdom, energy and vitality, yet very simple and modest. It was a privilege for Czech Leaders Magazine to conduct an interview upon H.E. Quagliotti´s leaving the post of the Ambassador of the Order of Malta in Prague. Although he started our interview saying that his story is quite simple, throughout the discussion we uncovered a 900 year history of the Maltese Order, its service to the vulnerable and the sick, its passion for countries Mario Quagliotti has served in, his views on Czechs (considering the fact that he has been married for 45 years to Mathilda Nostitz), and much more…

Your Excellency, do you believe that life is a journey, or do you look at life as a mission to be accomplished?

“I have never thought of it that way, and I must admit my story is quite simple. I have been an Italian diplomat for 42 years, posted in Yugoslavia, Germany, the Soviet Union, Austria, Great Britain, Japan, Norway and Oman. But even before I retired, the story of Czechoslovakia and the Czech Republic had always been very central to me, thanks to my wife Mathilda Nostitz, whose great great great grandfather built the Estates Theatre. My wife returned to Czechoslovakia after the Velvet Revolution when I was still an active diplomat, so until 2005 I used to come here every year for less than a month. When I finally retired, I was looking forward to stay longer and play golf in the Czech Republic, and I was asked by the then Grand Prior Karel Paar (whom I had known for many years) to represent the Order in the Czech Republic. I was somewhat reluctant at first, but I had many friends and I also spoke some Czech, so I decided to accept such a challenging mission.”

However, people often perceive that being the representative of the Order of Malta serves only representative functions…

“This is why I considered the mission a challenging one. Czech people know their history very well, and the role of the Order during key historical events, such as the Maltese knights engagement in the Hussite wars, or defending Prague against the Swedes (when field marshal Rudy Colloredo was the Grand Prior of the Order). But if you ask Czechs about the role of the Order of Malta nowadays, the awareness is limited. And that is a pity, since the Order is very active on all five continents and carries out numerous medical, social and humanitarian projects. We send our recovery teams to places hit by natural catastrophes, such as earthquakes or floods. We helped in Nepal and Haiti. We were present in Liberia during the Ebola epidemic, and we also helped in Europe, in Romania during the extremely the cold winter of 2012, and in my country, Italy, during the last earthquake. Besides helping in humanitarian crises, the Order provides medical services. In neighboring Germany, you may notice special ambulance cars of the Maltese Help Organization, and the Order runs many hospitals there. Even before I became involved with the Order, I was familiar with the Maltese Order and its activities, thanks to the ambulance cars and the Maltese cross that is their symbol.“

The Order is the smallest subject of international law. How it is being organized?

“There are Embassies of the Order in 106 countries, while 8 more countries host a Representation of the Order, and the Order is present in most International Organizations. In some countries the members of the Order are part of an Association, while in the Czech Republic, as well as in Italy and Austria, they are part of a Grand Priory. And I am happy to remind you that the Grand Priory in Bohemia was the first Grand Priory of the Order (from the XII century). Last but not least are the Order’s humanitarian organizations in each country, namely Maltézská Pomoc in the Czech Republic. The fact that for 30 years all humanitarian Maltese organizations have been cooperating under one umbrella organization, gives them a great pool of experts and medical doctors who are able to help quickly and with great expertise, anytime and anywhere the assistance is needed.”

From left: Mathilda Nostitz and H.E. Mario Quagliotti

You mentioned a remarkable history of the Maltese Order in Czech territories, so what are some of the recent projects?

“The last few years have seen some joint co-operation abroad, especially in Haiti, and recently in Palestine following the Grand Chancellor of the Order’s official visit to the Czech Republic last year. Maltézská Pomoc, which has 12 centers in the Czech Republic, has been active not only during floods, but nowadays it helps seniors, children, homeless and other needy people. It has 140 employees and 500 volunteers. It is one of the five most important providers of personal assistance services in the country. In Brno, they are actually the second largest. Now as you know the Grand Priory of Bohemia, as a part of the Church of Bohemia, will hopefully have over one thousand hectares returned to it, which were expropriated by the communist regime. The extent of the activities of Maltézská Pomoc will be even broader once restitutions to the Grand Priory to Bohemia are completed, since the organization will certainly receive  additional sources of funding from the Grand Priory.”

As you are leaving the Czech Republic, what is your message to the Czechs?

Czech people are very industrious, very pragmatic, and the Czech Republic has produced many important inventors. Czechs should remember their history and how well they managed difficult periods. I love music and I also enjoyed the artistic life in Prague. And one should not forget that Prague, when compared to other cities, is still an oasis of peace and it is a very safe city. Czech people should make an effort to preserve as many of the historical buildings as they can.

And what is your message to foreign readers of Czech leaders?

“Foreigners should make an effort to learn some of the Czech language, even though it is not an easy language. When they are here, they can explore all the architecture from Romanesque style to Jugendstil/Art Nouveau, and enjoy the easy access of the city center. And definitely go and see Laterna Magika – a performance combining music, ballet and film production, which is unique in the world and thus accessible even to foreigners that do not speak Czech. And I personally also enjoyed the golf courses, the one at Mariánské Lázně being my favorite.”

H.E. Mario Quagliotti with the protector of the Order of St John of Jerusalem of Rhodes and of Malta, The MADONNA OF PHILERMO

You served in eight countries that were very different. Which ones do you remember the most?

“I enjoyed all the countries I was posted to, but in particular the last three countries I had served in: Japan, Norway and Oman. As for Japan, I had studied some Japanese at university, and surprisingly the pronunciation of Japanese is similar to Italian, with over 200 homophones. Living in Japan is a remarkable experience thanks to the Japanese politeness, earthquakes being the only negative thing. Norway is one of the most beautiful countries thanks to its amazing nature. The only challenge for us to get used to were the long summer days followed by long winter nights. Oman is also very beautiful and hospitable, but it is better to visit from November until April, after the hot season. One thing I should mention is that all Omani people work very hard.”

What legacy do you leave to the upcoming ambassador?

“As I have mentioned before, I believe that it is important to continue giving information to the public about the current activities of the Order, and also about how people can become involved in volunteering. The history of the Order is closely linked to the Czech Republic, and to its history, but its current activities are also very relevant. I felt proud when I presented my credentials to President Klaus, because he thanked me for the help the Order of Malta provided to the Czech Republic during the disastrous floods of 2002. That is exactly the fast humanitarian aid the Maltese Order is excellent at providing, and it just happened to be in the Czech Republic.”

By Linda Štucbartová

Sovereign Order of Malta at a glance:

The Order of Malta is a subject of international law, and as such it has diplomatic relations with 106 states, plus its own missions to international organizations. It was founded in Jerusalem in the 11th century and it has a long history of service to the vulnerable and the sick. It has 13,500 members, 80,000 permanent volunteers and a qualified staff of 25,000 professionals.

“If we want to compete with bigger world, we have no alternative to create a stronger Europe and integrate more economically.”

Aldo Amati is well-experienced diplomat. His recent journey in the Czech republic started last October. “Italy and the Czech Republic are like two beautiful women that like each other because they know that together can enchant anybody around them,” says for Czech leaders.

Dear Mr Ambassador, the embassy has been working in Prague since 1924. What are the main areas of common interest between our Countries?

We both belong to the European Union, we share the same values and we share the common goal of transforming our Continent in a powerful actor on the global scene. We have cooperated for decades comprehensively in every field but these days I am concentrated on upgrading the political and economic relationship. Through the Czech Presidency of Visegrád 4 we will establish a new partnership that will be sealed by the visit in Prague of our Foreign Minister, Mr Gentiloni in November. The bilateral trade has been surging in the last year, our Minister for the Economic Development and Industry Mrs Guidi should be coming to Prague in the middle of October to discuss with her Czech counterparts new priority areas of collaboration.

Is there any historical footprint in the Czech Republic? And why?

The presence of Italians in this country dates back several centuries ago. I like to remember the influence of famous architects such as Lurago and Santini (but there are others less known) who left traces of their valuable work in many churches and aristocratic residences during the 17th and 18^th centuries. The Italian influence is not limited to architects but encompasses musicians, artists, and merchants all drawn here by the beauty of this place and by wise Czech rulers. Later for a long time northern Italy was under the domination and influence of the Habsburg Empire. It’s a mark that can be recognized in numerous regions such as Trentino, Veneto, Friuli-Venezia Giulia and Lombardy. We established our diplomatic relations with Czechoslovakia shortly after the birth of the country and from then on an uninterrupted flow of political, diplomatic and cultural links followed up to our times.

Why did you choose Olomouc as a first official stop? What about other cities and realities of the Czech Republic?

Since my arrival here in Prague in October last year, I have visited quite a few places in your beautiful country, Olomouc, Brno, Karlovy Vary, Plzen, Marianske Lazne, Kutna Hora. In the next three weeks, I will be in Ostrava and Hradec Kralove. There is no question that the Italian presence outside Prague must be developed more and more particularly to draw new small and medium size Italian companies that could stand by others bigger already present with (Iveco, Nová Mosilana, Mapei, Brembo and others) production centers all over the territory of the Czech Republic.

What about tourism?

We also need to bring more Italian tourists outside Prague where they come so numerous, 360 thousands yearly.

Czech Republic is your fifth international stop. What is specific here in the Czech Republic?

Italy and the Czech Republic are like two beautiful women that like each other because they know that together can enchant anybody around them. They can count on innumerable cultural beauties and they have the same sensitivity, therefore there is no jealousy, no real competition but the willingness to work together for common goals. The German, Jewish and Slavic historical components of Prague and the Bohemian and Moravian influences make this Country very special and intriguing to me.

You have been to Prague almost a year. This is your first mission as Ambassador. Do you feel the “new” responsibility for the Embassy?

Leading an Embassy is always a challenge but I have been chasing this chance for a while and it is about time to do something good as an Ambassador for my Country. I discovered that I must be a manager of the many properties that we have here in Prague – some of them are not in good shape and require time and effort – and the same time attend to the many tasks related to developing the bilateral relations in every way. Strong responsibility goes together with the awareness that I am really privileged to be in Prague and to live in your beautiful country.

How exactly do you support cultural and scientific cooperation?

Our cultural policy is carried out by both the Embassy and, to a greater extent, the Italian Cultural Institute, which has been established in Prague in the Twenties of last Century. Its task is to develop cultural relations with all possible Czech and foreign partners. Among them are some of the public cultural institutions and the most prestigious and dynamic Festivals of your country.

Where we can find the institute?

Our Cultural Institute is located in a baroque architectural complex in Malá Strana, a building of great historical interest, which has hosted for centuries the seat of the Italian congregation in Prague and which is the best evidence of the presence and influence of the Italians in Bohemia and in this part of Central Europe. In the scientific field are active bilateral agreements for the exchange of researchers and the development of joint projects. Nevertheless it is my belief that we have to expand cooperation in this area.

What about language teaching?

We have a good level of cooperation in the field of language teaching. The Italian language is taught in some high schools and in many universities in Czech Republic. In the framework of bilateral cultural co-operation we have a presence of professors and teachers of Italian language and literature for example at Gymnasium Ustavni, at Karlova University and in other universities of the country.

Are Czech people good at Italian language?

They are certainly better than Italians with Czech language. In Prague I meet many Czechs that speak a decent Italian so I decided to study intensively your language not only because it will help me enter more the Czech society but also because I am thinking to come and reside in Prague after the end of my career.

Back to the Universities, you recently signed a Memorandum of Cooperation with Charles University. What is the aim?

Since I arrived in the Czech Republic, I found out that the Charles University was interested in expanding the contacts with prominent members of civil society in Italy and we decided to quicken the pace to bring here professors, journalists, analysts and experts of Italian society. The idea is to give an updated idea of Italy to the students of Charles University getting rid of stereotypes and increasing the awareness of a common destiny in Europe. Italy is not just food and fashion but also innovation, filmmakers like Sorrentino – he won the Oscar Prize a couple of years ago – bio-technology centers and son on. I am really glad to have found people inside Charles University ready to write a new chapter in the book of the relations between the two Countries.

How do you support Italian business in the Czech Republic? What are the main areas of cooperation? Are there any “open doors” for further business cooperation?

We facilitate any kind of direct contact between businesses involving first and foremost small and medium enterprises. Bigger Italian companies and banks like Mattoni, Brembo, Marzotto, Generali, Unicredit, Mapei and others are already well established and they represent important brands in the Czech Republic. I must concentrate on those Italian companies that see the growth of the Czech economy and many infrastructural programs as an incentive to come and invest here. Machinery, innovation and green technologies, waste management, different kind of services are at the forefront but we do not forget our tradition in fashion, food, textiles and real estate. Together with the Italo-Czech Chamber of Commerce and the help of Czech institutions like Czech Invest, the Czech Chamber of Commerce and different Ministries we expect to open “new doors” in tourism, bio-technology, infrastructural programs, defense cooperation, hospital services. I do believe that Czech people like Italian products and there is still a good deal of Italian lifestyle to be introduced in this Country.

How often do you organize events for businessmen?

Periodically – together with the Italo-Czech Chamber of Commerce – we organize workshop and B2B so that there is immediately a direct contact between businesses leaving aside bureaucracy. For example at the end of September we will have at the Embassy a workshop on “waste management and recycling” that will bring around 15 Italian companies that will have meetings with their counterparts that we have selected with the help of Czech institutions. Then, in the middle of October our Minister of Economic Development and Industry, Mrs. Federica Guidi, will come to Prague for meetings and to open a bigger workshop where Italian building companies will explore the Czech market to see what are the chances for contracts and joint ventures.

Could you compare the actual position of the Czech Republic and Italy in the European bodies?

Both governments are profoundly convinced that our future and our wealth are in Europe. We both support the gradual entrance into the EU of countries of the western Balkans. If we want to compete with bigger players like the USA, China, India and other BRICs, we have no alternative to create a stronger Europe in Foreign and Security Policy and integrate more economically. Probably the pace at which the Italian government would like to proceed is faster than the one wanted here but the aim is the same. The political and security events in Ukraine and the negotiations to avoid the exit of Greece from the Eurozone, have shown the lengthy pace of the EU decision makers but both the crisis have ended up with EU unity. Now the thousands of people fleeing from conflicts in the Middle East are the real challenge. Italy is at the forefront and we appreciate any help from the Czech Republic in supporting us in Brussels. We are facing a real emergency and need a common European policy that might tackle a problem that will haunt us all for a long time. We understand the cautious approach from the Czech government but we have to prevent the re-nationalization of people movements in Europe and the collapse of the Schengen system.

Did you see the Czech house at Expo in Milan?

Yes I visited Expo at the end of July and saw the Czech pavilion which is extremely interesting outside and inside. I want to acknowledge the great support of Czech authorities that were the first to support our idea of Expo and made many others follow their example. They also were the first to complete their pavilion and my government has a sincere gratitude towards all the Czech that contributed for the success of the event. Interest for Expo has surpassed any expectation and we are very happy to show Milan and Italy at their best.

Dear Mr Ambassador, who is the true leader to you?

Politically, someone that doesn’t look every day to the polls and then decides his policies. A leader is someone that takes his responsibilities also for unpopular actions that he believes will result in common good. One name comes first to my mind: Winston Churchill.

Author: Jaroslav Kramer

“I am a proud to be a Czech, and I love the Czech Republic. ”

It is a pleasure and also a privilege for me to introduce Renata Mrázová. Regular readers of Czech Leaders know that Renata Mrázová was nominated as the most important woman in Czech business in the position of the CEO of ING/ NN in 2014, and starting August 1, 2015 she now holds the position of Global Head of HR of NN. Renata is dynamic, energetic, full of visions, very friendly, easy going and empathetic. She is known not only for all her achievements in terms of business functions, successfully running NN and Direct Insurance company, but also a family business. She is a role model for many working Czech mothers, always mentioning her need for time dedicated to raising two daughters, as well as helping other women to reach top management positions thanks to mentoring programs. She was the one who was approached by Sheryl Sandberg to write a foreword to the book Lean In that represented a watershed for many women in the West with regards to their career aspirations and active approach.

And to support her words with deeds, Renata being closely associated with the Minerva21 movement, she has made sure that mentoring schemes, which have until recently been reserved for a few selected female participants from top Czech companies, are now more open to women who need it, and she managed to get more than 50 people involved, including personalities such as Eliška Hašková-Coolidge, Jan Mühlfeit, Marian Jelínek and Radvan Bahbouh.

I was glad Renata agreed to an interview for Czech Leaders, despite the fact that she has just assumed a new position, and has not even had time to unpack the boxes to settle down in her new home in the Netherlands.

The first question – how do you perceive today´s world?

This is a very challenging question, as it can be perceived from different angles. Being a very optimistic person, I perceive the world as an amazing place. I wake up every day feeling great just being happy living in this period. Our world is very multifaceted, colorful and diverse. It is an unbelievably uplifting feeling for me to be able to learn and to get to know so many new things everyday. For me, all is connected by the value of freedom, freedom of movement, freedom of information, freedom of speech…

On the other hand, I am worried about many problems and these I tend to think about over and over. We live in a world that moves incredibly fast. Everything is constantly developing and changing and this puts pressure on people in terms of being flexible and having the ability to adapt.

Due to the extreme amount of information available, our brains are clogged and we do not know how to take a rest, or how to live in the present. I am also concerned about the pursuit of material possessions, societal crises and individual crises, the devaluation of basic life values and the loss of faith. All of these factors are the reason why not only Europe, but the world as such, is facing a modern crisis. And I ask myself how we can get out of it, and where is it all taking us.

And how do you perceive the position of the Czech Republic?

I am a proud to be a Czech, and I love the Czech Republic. We are an amazing country full of great people. What really concerns me is the atmosphere in the Czech Republic, and also the attitude of Czech citizens. I particularly miss the attitude of optimism in the Czech Republic. I can compare it to the USA, or the Netherlands, which are countries that I have lived in and live in now. It is truly refreshing to see how people in the Netherlands are easy-going, they enjoy life, they do not make big drama out of anything, they do not rush anywhere, they smile and when they desire a change, they know that they themselves are responsible for making it happen. I wish for a change regarding the mood and atmosphere in the Czech Republic, because I consider it an incredible place for life, with a great history and big opportunities.

I mentioned that you are a role model for many Czech women. In the past, you often talked about the role of your former boss Alexis and her role as a mentor in preparing you for the CEO role in the Czech Republic. Now, can you reflect upon how you prepared for the international position, and what is your advice to women who seem to have reached the “ceiling” in the Czech Republic, and think about going somewhere else?

I do not like the word “prepare” as you say it. I am not that type. What suits me best is having an open mind, and not tying myself to concrete targets and plans.

Regarding my new position in the Netherlands, in the headquarters of NN Group, it is my dream job. Everyone who knows me, knows that I am focused on management, working with people, knowing their strengths and weaknesses, giving them a chance to use their talents and experiences in the best possible ways, and helping them to develop and so to enjoy life. I enjoy building and influencing the whole atmosphere, setting the tone and tempo of the company’s culture, which generates the company’s results. Over the past year I have been thinking a lot about where I should go. I already served four years in the position of CEO, and I felt that I was reaching the point of giving all that I could to the company. I have a lot of dreams, but when the offer to manage the HR of the entire NN group came, I did not hesitate. During the last year I have discussed the possibility of trying to live and work in another country with my husband. We have two daughters, who are the ideal age for this kind of a change.

I am happy that my children have the opportunity to live in another country, experience a different culture, and a chance to understand a different mentality, because those are things that I consider great experiences, and even a gift in someone´s life.

After a few weeks, I have to say that I am excited that we made the decision, it is a huge change, we are experiencing our ups and downs with a lot of adrenalin, but it is an incredible experience.

Are you still in touch with Sheryl Sandberg?

I am not in close touch with Sheryl, only rarely. She is a woman that I greatly admire. Her movement “Lean In” changed and keeps changing today’s world. Sheryl is a very dedicated and structured lady, she knows what she wants and will do the maximum to achieve it. I am very proud that we know each other, and that she chose me for the foreword in her book. It is incredible that she not only concentrates on women in her Lean In program, but also on men, partners, fathers and young people who can change things. It is remarkable that she continues to work intensively on her activities even after she unexpectedly lost her beloved husband.

I know you have been active in mentoring for nearly a decade. I also mentioned your involvement in the Minerva21 movement and the fact that you have managed to get involved with some very prominent personalities. Do you see some change in Czech society with regards to the low number of women CEOs and board members in general?

If we look at the numbers, it is not a very positive trend. The numbers of women in top positions have not significantly increased during the past years. On the other hand, I have to say that the atmosphere, perception and prejudice in society have changed greatly when compared to the situation 12 years ago, when my first daughter was born. Just to mention the infrastructure that has been built, women with children can adapt very well to the working process, because of private nurseries and kindergartens. I think that in today’s world, we must also concentrate on men, so they may start to understand that women are different, that they behave differently, that they speak differently, that they decide differently, and so they may understand that real diversity brings diversity of thoughts, which then brings innovations, and new ways of thinking leading to success.

So I am happy that we established Minerva21, which concentrates on our entire society, not just the big corporations, and wants to help to build self-confidence in young students, mothers on parental leave, senior citizens, businesswomen, managers and leaders throughout society. And I am glad that Minerva21 gets more support from men. Because that is how our movement will get more influence and thus make a larger impact.

Can women support each other? If we are not even unanimous on the issue of quotas, which should reverse the trend of a mere 4% of women currently in the positions of CEOs and board members, how can we cooperate? And can women cooperate and compete at the same time?

I believe that support and cooperation are the necessary grassroots for change, and can I see it happening. I have personally had so much support and help from exceptional women in my life, that I chose it as my life journey, at least in a certain part of my life. I wanted to focus and pay back at least part of what I received. So yes, I believe in it, but of course it does not always work. It is said that women prefer to compete instead of helping each other. We in Minerva21 strongly believe in cooperation, it is the basis of all our activities, and we think that support is the most important thing that we can give to each other. It is a great feeling to know that I did something good for another woman (or man of course ☺). Sometimes a smile is enough, a supporting sentence, praise, or just listening…

We also believe in not harming each other, and not talking behind each other’s backs. Our founder Rostya Gordon-Smith says “Even if you may think she is a bitch, please support her.” So yes, there will not be results without strong cooperation.

I know that you are very visionary, but at the same time fast and dynamic. Besides challenges that await you in your new position of Global HR at NN, what are your other dreams to achieve?

I currently feel like I am living one of my dreams. With my family, we are experiencing a totally new phase in our lives, we are writing a new chapter to our life book, which is incredible. My dream is to live a calm and relaxed life and to have time for my kids and family, and just enjoy everyday, working on things that make sense and bring value.

Kateřina Glacnerová from the Anglo-American University helped with the translation and abridged version.

“ I Don´t Like the Distorted Image of Entrepreneurs in Our Country. ”

Czech exporters with small and medium sized enterprises still rely greatly on a joint EU market,” says Vladimír Dlouhý. He adds that the Czech Chamber of Commerce makes special efforts to introduce them to markets outside of the EU, where higher, long-term margins and added value may be realized. What other challenges are awaiting the market, and how can we make the lives of entrepreneurs easier?

Dear President, recently at the Czech Chamber of Commerce assembly, you talked about the most pressing problems of entrepreneurs. Can you name them?

At the assembly I introduced ten such problems. The first one is the lack of technically educated graduates; this is what not only home companies complain about, but foreign investors as well. It is quite interesting that one of the guests of honor mentioned in his speech that Czech companies leave the country for Germany because the workforce there is more skilled. At the same time, I have pointed out the process of starting up a business, which is very lengthy and encumbered by many obstacles in the Czech Republic. And after finally establishing a business, entrepreneurs are met by a never ending battle on many frontiers, especially with continuously changing regulations and corresponding standards. Such instability imposes the greatest burden on small and medium sized enterprises, while it is they who should be prioritized in the Czech environment.

What other “appeals” have you made?

I tried to point out that we should use the present period of macroeconomic growth for consolidating public finances. The fifth appeal to our government was the necessity to create a motivational environment for connecting businesses with research, and removing the low connection of VVIs (Veřejná výzkumná instituce – Public Research Institutions) with practical use. Members of our Chamber also complain about the way of communication with tax administrators, and so we are calling for a visible and permanent effort to simplify the communication between financial authorities and entrepreneurs. I also think that in the past the state was only supporting the exports of big companies, while small and medium sized enterprises were put aside. We should definitely also focus on drawing from the EU structural funds, which represent a chance for strategic and sustainable projects in the new programming period. What we worry about a lot is a total freeze of transport infrastructure development – it is a scandal that Prague’s orbital and highway to České Budějovice have not been completed yet. And finally, I don´t like the distorted image of entrepreneurs in our country, which I partly blame on government rhetoric.

Regarding the lack of technically educated graduates, you invited the government to present a concrete plan ensuring an increasing state support of technical education. What exactly would you recommend?

Generally, it is necessary to increase the interest of young people in apprenticeships and technical professions. It is necessary to begin to inspire and motivate children in kindergartens and basic schools. The re-introducing of school subjects such as handcraft, or tools such as polytechnic kits will help to prevent a decline of pupils´ manual skills, and create a positive feeling about engineering. It is necessary to change the way parents think too, who would rather send their children to grammar schools, while there are too many of these schools in our country. If the child is skillful, they should rather choose a professional school. Cooperation with regional and local authorities could be a solution too. For example, if the authorities start preparing short time job market predictions, they may flexibly adjust the type of education we offer. I am convinced that the government also has to change the system of financing for our regional education system. They must step back from financing “per pupil”, and on the contrary, evaluate schools based on the quality and competitiveness of their graduates. The Chamber of Commerce will also promote the employers´ participation in deciding which professions would be offered, and for how many pupils, for a specific school year.

At the assembly, you also mentioned that the government should increase support to small and medium sized enterprises in the area of export. Are the current activities of the Ministry of Industry and Trade so insufficient?

In the past, the state focused mainly on the big export companies, unfortunately with a catastrophic impact on the EGAP and ČEB portfolios. Small and medium sized enterprises were always viewed as a second priority, that would connect their supply with the big and supported players, and thus be in a position of dependent sub-suppliers. I think it is correct to maintain the export support of big businesses, but on top of that, it would be proper to help small and medium sized enterprises to develop as final suppliers in the world markets. At the same time, it is necessary to support Czech businesses in their export to regions based on profitability.

Where exactly do you see potential for small and medium sized enterprises and in which fields?

Czech exporters with small and medium sized enterprises still rely greatly on a joint EU market, so their supplies go to already quite saturated, and highly competitive markets of EU member countries. This is the evidence of high quality and competitive Czech companies, however the Czech Chamber of Commerce makes special efforts to introduce them to markets outside of the EU, where in the long-term, higher margins and additional value may be realized. Besides China and India, this means the Near and Middle East countries, South America, and some African countries too. Many Czech companies deliver to these territories via re-export through Germany, which however suppresses development of the “Czech Republic” brand abroad, and distorts the statistics regarding the real share of Czech products in the world markets. We want to gradually change that. Regarding perspective fields, it is clear that Czech companies build on our national traditions, and engineering will always dominate. However, there are for example some smaller Czech IT companies which were able to successfully compete in the USA, Brazil, United Arab Emirates, etc. We are also strong in environmental technologies, renewable energy, the construction industry, and infrastructure will play an important role in profiling Czech export for the upcoming period.

You have criticized the general situation of small and medium enterprises. Were you specifically criticizing cash registers and the confusing tax changes?

Generally, when one enters the Czech business environment, they face a number of long-term obstacles. There are numerous ever-changing laws, regulations, and notices, accompanied with bureaucracy, contrasting interpretations of current standards, non-standardized inspections, and sometimes the helplessness of office workers. Laws and obligatory standards are being amended a few weeks after coming into force. This instability then mostly affects small and medium sized enterprises, which until 1948 used to be the backbone of the Czech economy.

What can we do now?

Let´s give these entrepreneurial entities priority. Let´s switch to an electronic agenda, and use common sense during inspections. We definitely need a central database for entrepreneurs – an information system that will clearly and under one roof integrate all duties required from entrepreneurs by the state.

A long-term problem for the Czech economy is the poor disbursement of EU funds. Why is that? Is that due to insufficient awareness?

The problem of ineffective and often strategically pointless drawing from EU structural funds is not easy to solve. The period 2007-2014 started with delay; on top of that, the use of funds was being slowed down by a really complicated bureaucratic system. The Law on Public Procurement, its amendment and especially erratic interpretation definitely was no help either. All of that leads to a deceleration of disbursement, or a full stop of tenders that had been years in the making. With the end of the period ahead of us, the irregularity of inspections is increasing, and so is the impact on already realized projects. It is unacceptable that one inspection authority evaluates the project as flawless, while another one comes to the very opposite opinion and orders a correction. For the Czech Chamber of Commerce and our members, the most important thing is for the managing authorities and mediating subjects to learn from their mistakes, and carry on their lessons to the upcoming period. We have identified their mistakes and we will voice them out for entrepreneurs, as recipients of EU funds, to help them better their position and realize their projects.

Your reproaches at the assembly were directed mainly towards the political representation. How do you communicate with the current representatives of resorts?

I wouldn´t call them reproaches, because after the new leadership of the Chamber of Commerce was elected in May 2014, communication with the government was great and we appreciate that. My presentation at the assembly was based on two facts. First, I had to reflect our members´ opinions, which sometimes are very critical. Second, I expressed a certain disappointment caused by the slow proceeding in discussing basically anything connected to the economic policy, and this disappointment I have also communicated to the government and opposition, ministers and deputies. Too many times the recent changes in legislation and regulations have worsened rather than improved the business environment in the country.

Are you optimistic that the areas you’ve marked as “problematic” will improve?

Optimism is probably not appropriate here; it will be a long-term solution. However, we consider the participation of the President of the CR and the Prime Minister very helpful, as well as some other government members, representatives of the opposition, important deputies, and other representatives. If nothing else, this is a good sign.

Recent research indicates a very positive outlook for the economy. Why are we doing so well in the first quarter of this year?

The estimated growth of the economy in the first quarter of this year, by 3.9 percentage points, is in my opinion very optimistic. This number was probably partly influenced by a discrepancy in consumer tax or the pre-stocking of tobacco products. If the GDP growth is also over 3 percent in the second and third quarter, I will be pleasantly surprised.

Petr Zahradník, advisor to the president of the Czech Chamber of Commerce, said that it would be difficult to maintain the level of first quarter growth in the forthcoming quarters. So, what should we do in order to maintain that level of growth?

Short-term risk may appear with a sudden increase in wages, external effects, and possible political upheavals. Basically anything that may undermine people´s expectations, either in Czech households or in the management of companies, including small and medium sized enterprises and banks.

When the presidents of the chambers of commerce of the Visegrad Four countries gathered, you refused the German minimum wage. Why?

Regarding the German minimum wage, we don´t especially like what its effect would be on the shippers from other countries, not only on those who get orders and provide services directly in Germany, but also those who just pass through Germany in transit. Regarding shipping on German roads, the shippers would have had to pay their drivers the minimum wage, and at the same time would have had to report those drivers to German authorities, and be ready for possible inspections. With other presidents of the chambers of commerce of the Visegrad Four countries, we are convinced that such regulations would negatively affect the free transit of persons, goods, and services within EU, and we decided to draw attention to this situation. Our joint declaration was passed to the members of the European Commission as well as the chairmen of selected committees of the European Parliament. Our declaration will also be presented at the EUROCHAMBERS assembly, where other chambers will be invited to support the initiative. At the same time, we are getting feedback especially from small and medium sized enterprises which worry about the serious impacts of introducing the minimum wage, including dismissals of employees, reduction of performance, and threats of insolvency.

The European Commission appreciates your activities in this area. Moreover, the Chamber has recently approved some of their recommendations too. Can you be more specific?

The European Commission approaches the issue very seriously, and calls for a solution to the problem. Due to the application of German regulations on minimum wage in transport, the industry has initiated proceedings with Germany regarding the infringement of EU legislation. The result of the proceedings will decide if German regulations are in contradiction with EU legislation or not. Therefore we are expecting that the European Commission will reach a clear decision, and all international transport operations will be excluded from the application of the mentioned German law. In the opposite case we expect that similar regulations will be adopted by other member countries as well, and a joint transport market would, as a matter of fact, break apart. The inconsistency of the situation is perceived by Germany too, since the application of the minimum wage regulations in transport will not be enforced until the Commission comes to its decision.

What about the situation in our country – regarding the implementation of recommendations from Brussels?

In this area, the most important thing is to use common sense, and listen to entrepreneurs who work on their projects every day. They know best what is and is not acceptable if their investment project is to be realized, with or without the help of funds. The Commission´s recommendations are based on the feedback we give them, so our priority should be to organize things at home. The general rule for the use of funds is that we must meet the conditions of the programs, which are negotiated between the Commission and state authorities.

What are the Chamber´s plans for the second half of the year?

A lot of our plans are connected to my appeal to the Czech political representation, which I already described to you. Our plan of activities comprises several pages describing our targets for the upcoming period. Generally, we want to continue our efforts for the elimination of the legislative duties that harm the business environment. As a representative of the business public we want to be heard, we want to involve more of our members in the process of negotiating. We want to go on with our active participation in the consulting process, and commenting on European legislation under preparation. We will support the simplest stable tax environment with the lowest possible number of exceptions. In the long run, we want to strive for simplifying VAT rates, changes in professional (especially technical) education with a priority in professional qualifications, and we definitely want to continue our support of investments and measures for maintaining and increasing the employment rate. There are many plans; these are really just a few.

“Trust and economic attitude reflect real performance.” What exactly is that supposed to mean?

These are the words of one of my advisors – Mr. Petr Zahradník. He probably wanted to say that when monitoring the development of so-called “soft” indicators of people´s trust, and “hard” data of statistic indicators for individual macroeconomic indicators on a long-term basis, currently you will see a substantial similarity. In May, the trust of the people in our home economy increased by 0.4 percentage points compared to the previous month, and yearly it increased by almost 3 percentage points. Based on the current development of GDP, we anticipate that it is probably just a question of time as to when it reaches its maximum again, which we saw around the year 2006. So, the May economic and consumer trust data suggests a sober optimism with regard to our future economic development.

Mr. Dlouhý, who do you consider a leader?

A person with a vision, long term purpose, and no worry about the risks.

By: (jk)

“ It may seem that we are safely located in the heart of Europe, but that is a misleading notion. ”

Josef Bečvář is the current Chief of the General Staff – the highest position in the Czech Army. He has been so since May 2015. What are his goals for the management of more than 28 thousand soldiers? “Traditionally, we are known for our skills in the defense against weapons of mass destruction, passive systems, and military medical services,” he says. On the other hand, what does the Czech Army need to improve, and is there any danger that we could become a NATO “free-loader”?

What exactly is the responsibility of the Chief of the General Staff?

Simply put, I am commanding the General Staff which commands the activities of the army. My position makes me a partner of the Minister of Defense, and my task, according to the political assignment, is to direct the army and define the ways of meeting the tasks given to us. The General Staff plays a key role in preparing military-professional evaluations for reaching political decisions.

At a first glance, the structure of the General Staff is very complicated. What is the key for proper understanding of the individual divisions and headquarters?

It really is complicated only at the first glance, because we are guided by simple solutions, and that is also the principle of armies. The core of the General Staff is therefore comprised by two key divisions, accompanied by some smaller units.

Which are?

The first is the Division of Capabilities Development and Planning. It is responsible for setting the mobilization agenda, army reserves, planning, the conceptual and technical development of our army, and for military offices like regional military headquarters and military districts. The second unit, the Division of Support, comprises individual agencies focusing on military support, i.e. logistics, communications and information systems, and military medical services. Furthermore, there is a Joint Operations Center, which supervises the troops that are active in domestic and overseas operations. Then there is the Personnel Agency of the Czech Army, and let´s also mention the Reconnaissance and Electronic Warfare Branch. Directly subordinate to the General Staff are the two component headquarters which manage daily life for our troops – The Headquarters of Land Forces and Air Forces. On the same level there is also the Special Forces Directorate and Training Command – Military Academy.

What are your goals as the army´s “head commander”?

The army is a continuously functioning organism. I came into it with a series of projects underway, and four years hence I will pass it to my successor in a similar way. So, my first task is to continue the steps undertaken by general Pavel, or possibly even his predecessors. Speaking of priorities, I definitely see those in the completion and implementation of the key document “The Strategy of the Czech Army Development”, recruiting the personnel needed, and the continuation of the process of re-armament and equipment modernization. Regarding re-armament, we see the necessity for the modification of radar equipment, purchasing multipurpose choppers, and considering the possible development of our Air Force transport capacity. Regarding our Land Forces, the re-armament of the 7^th Mechanized Brigade is especially necessary, including the modernization of artillery, and we must follow the trends in modern fully automated systems.

What is the annual defense budget of the Czech Republic?

This year, the resort of the Ministry of Defense was given a budget of CZK 43.79 billion. During the approval process, this represented 1.04% of GDP. The positive thing is, it was possible to reach a political agreement and reverse the negative trend of previous years, when the budget was being dramatically cut. Through 2020, in accordance with the accepted declaration, the defense budget of the Czech Republic should gradually grow to 1.4% of GDP. We are now expecting the corresponding steps within the proposal of the 2016 annual budget. Even so, we will still not fall within the alliance commitment of 2% of GDP. Unfortunately, we are also carrying a big debt in the form of our technical equipment, infrastructure, and insufficient personnel, which will require a longer time to settle. On the other hand, we must admit that even a budget hike would not solve the issue, because first a lot of important modernization projects will have to be carefully prepared.

What is your main argument for those who claim that it is not necessary to increase the defense budget?

Considering this issue, the position of the army is a bit complicated. However, it is more important to publicly discuss the need for defense and investments in this area. Compared for example to health care, education, transport, the interior and culture, where the citizens can see the investment through everyday experience, investments in defense are not visible in our everyday life; therefore there might be people who recklessly consider them useless. However, this is true only until a crisis comes. But at that moment, it is usually too late to invest in defense. The army is an insurance policy for one of the essential functions of the state – i.e. securing public safety. We simply cannot resign from that function in today´s world.

What do you currently see as our biggest threat?

Undoubtedly, the biggest threat in today´s world is radicalism and unpredictable instability. We are talking about a phenomenon of a so-called Islamic State, the crisis in Ukraine, a changing attitude of Russia, a crisis of natural sources, and escalating problems of refugees and migration waves. All of this is occurring not only in the palpable context, but in the virtual space too. It may seem we are safely located in the heart of Europe, but that is just a misleading notion which may swiftly change if we don´t actively participate in the solution of these problems, and we don´t try to prevent them as much as possible.

What features of the Czech Army are at the highest level?

Our people – our soldiers who are very experienced and flexible. They prove their qualities every day while fulfilling demanding tasks, not only in operations abroad but at home, within the Czech Republic. Traditionally, we are known for our skills in the defense against weapons of mass destruction, passive systems, and military medical services.

Where, on the other hand, are we falling behind “the world”?

It would be naïve to think that we may be equal in all areas to such armies as the US Forces, for example. Here, we are limited, and logically always will be, by the sources available. However, I don´t see this as a problem because of our alliance in NATO. The issue we have to resolve is the already mentioned modernization and optimization of personnel; this means obtaining the corresponding financing, so that we do not become a free-loader of the Alliance. Simply said, in the past few years we have fallen behind in investments to our defense. Another longtime problem is the acquisition process, where the Ministry of Defense was not able to fulfill for example the basic needs of the soldiers. I am speaking about the very basic areas of military gear and personal equipment. For this we must find a solution, so that our soldiers may appropriately fulfill their tasks during training as well as operations.

How many countries are Czech soldiers currently present in?

I suppose you mean the deployment of our soldiers in foreign operations and observation missions within the alliance effort of NATO, EU operations, and UN missions. Currently, we have soldiers in Afghanistan, Mali, the Sinai Peninsula, Kosovo, Bosnia and Herzegovina, Congo, and Central African Republic. To make the list complete, I must also add the EU-NAVFOR operation on the Somali coast, where our soldiers work at the headquarters in Great Britain. Of course, our soldiers may also be found at the headquarters and other organizations of NATO.

What do you think about the transit of allied forces through the Czech Republic in March?

The transit of an American convoy, returning from alliance training in the Baltic and Poland, has raised an unusual wave of interest among the Czech public. The problem is the perception between “we and allies”. And we have been a NATO member for more than 15 years. Therefore, I am personally very happy that after the initial negative campaign, most of the public clearly and absolutely comprehensibly expressed their attitude and support to our commitment.

A much discussed topic is the issue of drafting. Recently, the government accepted an amendment of “military law”. What is it about? Do you think it is a good way to increase the number of troops?

By suspending the draft during peace time following the professionalization of the Czech Army in 2005, we saw the number of registered obligatory reserves decrease, not to mention the number of trained reserves. So, if we don´t renew the military draft we will gradually see a loss in the number of qualified men and women, especially those willing to participate actively in the armed defense of the country. Regarding the current security situation in the world, this would definitely not be a good step forward. At the same time, drafts will enable us to offer the public voluntary military training, to address the young generation and introduce them to the armed forces, and show them why defense is important to the whole country.

The government also discussed the decision for soldiers to be called on more flexibly for natural disaster relief. Why are they not “flexible” now?

The draft of the law No. 219 on military forces, which was discussed by the government, speaks rather about internal provisions, which in response to organization changes within the Czech Army will help us to become more flexible in deploying the forces and equipment from different units. The soldiers are and always will be ready to help, nothing is changing here. However, it is necessary to realize that the issue of natural disasters primarily falls under the Integrated Rescue System and the army within is supporting units, i.e. Fire Department, Czech Police, and Emergency Medical Services. The Fire Department has undergone a substantial increase of its abilities since the catastrophic floods in Moravia in 1997 – some of these abilities were adopted directly from the army. That´s why you do not see soldiers at the front line as often as before; it is the firemen with their sophisticated equipment who have become involved there. The role of the army, with the exception of certain specialized issues like e.g. air rescue services, is mainly the second front, when it is necessary to use other personnel and equipment.

You studied at French military schools. What is the biggest difference compared to the Czech schools?

It has been many years since I studied, so it would not be quite objective to compare Czech and French military schools in detail, or education systems in general. Although I will be happy to say what I personally consider the biggest benefit of studying abroad – the fact that I was able to work in the international environment and make contacts. It was also interesting to learn from the French experience with deploying forces abroad, especially in the areas of France’s former global influence. That was and surely will always be the advantage of bigger armies and big countries.

Which countries could we see as our role models for having a “flawless” army?

The question is whether there actually is something like a perfect army, because military forces all over the world are developing all the time. They reflect emerging threats and specific conditions of the concrete country. What works in one country does not necessarily always work for another one. Personally, I am not a fan of uncritical acceptance of foreign models, but I am definitely not one who is unwilling to seek and accept experience either. But we always need to accept “our” part. An important source of inspiration and learning may be the military forces of our key alliance partners, i.e. the USA, Great Britain, France, and Germany, however we must not close ourselves off from the experiences of similar-sized countries of NATO and neutral countries. Some inspiration may even come from findings in other cultural and social conditions.

What are the biggest differences we may see in the armies of “the old” continent?

Nowadays, a big part of Europe is connected by alliance bonds, be it within NATO, the EU, or other partnership programs. This bonding leads to unification and the elimination of previous differences. We cooperate in training and operations management, and harmonize our standards and operational procedures.

Formally, your direct commanding officer is the President of the Czech Republic. Is he following current developments in the army?

Yes, he is and very much so. When travelling around the country, the President regularly includes his visits to military units, and he also visited our soldiers in Afghanistan. He expresses support for our soldiers and presents his opinions on safety issues in public.

What is the biggest myth about the army that you have noticed?

Claiming that our army is good for nothing because it would be able to defend just one town. The public actually often does not realize the difference between a professional army at times of peace, and the army in the state of war or conflict. People don´t perceive the fact that our defense is secured within the Alliance.

Has your work in the army fulfilled all expectations?

When I was starting at the Military Secondary School in Moravská Třebová in 1973, I definitely did not imagine I would become a Chief of General Staff 40 years later. Like all soldiers, I was forming my ideas of what the army is and how it functions. I was also very lucky to have great superiors and colleagues. When I look back, I can see my career has been really colorful so far. Starting with artillery, then military police, diplomatic services, and finally General Staff, I always have had interesting positions and I am immensely grateful for all these years in uniform. Otherwise, I don´t think I would have gained that much experience at all. A big thank-you goes to my family too, because without their support and understanding all of this would have been unimaginable.

By: (jk)

Photo: General Staff of the Czech Army

“ 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)

“In my opinion, the locals deserve a better Prague.”

“Considering the size of the EP, legislative procedures function very effectively here.”

“When I was fifty five I drove an endurance race – the well-known Epilog.”

“My ambition is to open the competence bill.”