Prague Leaders Magazine Issue 05/2009

NO 5/2009195,- CZK

www.leadersmagazine.czincl. electronic version

now available in Brussels

Prague City Hall

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

X page 133

Rabbi LoewsPath of Life

EU Matters

X page 100

Comenius

X page 70

Interview

X page 80

National Theatre

X page 122

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

Prime Minister Fischer stressed the dif cult condi-tions Czech Presidency had to deal with as well as the 80 concrete measures Presidency agreed...

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

Zeyers dramatic poem Radz and Mahulena, directed by J. A. Pitnsky reappeared on the scene of the National Theater...

Round Table of Comeniuswith Mr. Jakub ebesta, Minister of Agriculture of the Czech Republic at Top Hotel...

Czech Prime MinisterJan Fischer in European Parliament

Business On TheRacetrack

Radz a MahulenaOn the 18th of June

FAMILY MEDICAL CENTRE

MUDr. Barbara TauovCanadian Medical Carephoto:CMC (Canadian Medical Care)

ma

ga

zi

ne

COVERING TOP PRAGUE EVENTSLEADERS MAGAZINE

For Full Photocoverage Go To www.leadersmagazine.cz/photogallery

For further information please contact:

Turkish Airlines, Vclavsk nmst 19, 110 00 Praha 1,tel.: +420 234 708 708, www.turkishairlines.cz, [email protected]

You can now enjoy all the comforts of a 5 star hotel when you y Turkish Airlines First Class. The ultimate in comfort, service and luxury awaits you - feel like a true Superstar!Th

G0022_inz_first_class_234x162,5.indd 1 10.2.2009 10:32:10

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

More guests in the hotels and restaurants are coming back because we are offering to them ssoommeetthhiinngg tthheeyy wwiillll nnoott nndd aannyywwhheerree eellssee. IInn tthhiiss eexxcclluussiivvee iinntteerrvviieeww, bbeeffoorree tthhee ppllaannnneedd selection of the elite partners, we found out more from Alexandr Herda, Vice President of the company for Europe.

Leaders Magazine V/20094

FFFFFFrFroFroFroFroFF oroFFFFFFrFrFrFrFrorFrFrFroFroFrorr m lmmmmmmmmm llm m lmmmmmmmmmm efteftefttefefteeeftteefeefteftte tt: A: A: A: A: A: A: A: A: AA: AAlexlexlexlexlexxlexlexlexlexlexlexaanananandandananandanndandandandandndndananaanndaa ddddddddr r Hr Hr Hr Hr Hr Hr Hr Hr Hrr Hr HHHHr HHHHHHeeeeerderderrrrddrdderdererdeerdeeeeeererererdereere aa,a, a, aaaaa,aaaa, aaaa VVVVicVicicVicViVicV eee e ePrePrePrePresisidsisidententtt EuEu Euuu Euuu Europropropoproproppproporopropopporoprororopropopropopopopooppppe ae e ae ae ae ae aee ae ae ae ae aaee aeee ae and nd ndndndndndndndnd dndndndndnddnd n EEEEriEriEEE c c c vvvvvvvvvc aaan a DalDDDalDaalalalalaalDDalalD lDDDaDDaDaDaaaaa ,,,, ,,,

Photo:::: ArAAAAAArAr ArAArArArAAA chichichiive eve e vve IntIIntInternernernatiationaonaaaaal Bl Bl Bl BBBBBBBBBl BBl Bl BBBl BBBBBBBBBBBBBBl BBBBBBBBBBBBBBBBBBBBBBBBBuuuuuusussisiuuuusuuuuuuuuuuuuuuuuuuuuuuuuusuuuuuuuu nesn s Dss DDs Ds Deeeeveveveveeeevevee lopppppperererererer

We Choose Our Partners

CAREFULLY

www.restandshop.cz

Your company is entering the market in dif cult times, but with a revolutionary ap-proach to business. You are offering the hotels Travel Retail Services. What exactly does it mean?

You are right, we are the rst to come with this revolutionary business strategy which quite es-sentially generates higher demand for premiumhotels and restaurants from the side of guests and on top of that enhances their standard range of services. In Europe, we are the only one who offers this kind of service and we do it only for selected ve star hotels and carefullyselected four star hotels as well as internation-ally recognized restaurants. Our goal is to makeththee bebestst o off ththeieirr ststayay i inn ththee hohotetel;l; s strtricictltlyy spspeaeakk-ing we are able to provide them something even further than accommodation and catering. We can offer them another supplementary service that is not offered by hotels and which subse-quently brings them relatively high pro t. Our know-how basically means that with this series of bene ts which cannot be refused we will be able to gain new guests, keep the current guests longer and make them spend more, and in addi-tion to bring them back next time as well. We are sure that this business strategy will be welcomeby the elite.

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

With our services we create some kind of an With our services we create some kind of anemotional bond between the guest and the subject. Let me give you an example, if you visited a restaurant 6 months ago you have no chance to remember it if something excep-tional did not happen there. And that is what we want to offer to the customer, something which is not usual at other places. According to our research approximately 25 percent of the customers who use four and ve star hotels or restaurants react to our new servicepositively, so this is the percentage which we can add to their pro t. But it is not only emo-titiononalal b bonondsds;; ththee fafactct i iss ththatat t thehe g gueuestst p perer-ceives in a positive manner those who offer him more than competitors.

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

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

as well as the hotel and restaurant manage-ment presented their ideas and the goals of the new model were de ned. That was the be-ginning of the creation of the Rest and Shop revolutionary y conceived strategygy, prp eppared by ythe top management and marketing profes-sionals in the world, for the hotels like Hilton and Marriott and others in that category, to be able to keep them on top. And why Europe and Prague? Partly because Europe is the most intricate market due to the language and customary differences. The amazing quality about our project is that it can work across all those barriers. And especially because Prague is the centre of Europe, it has a high number of ve star hotels which especially today have fairly big problems to earn their living. By our action we would like to help them not to have empty rooms and restaurants.

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

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

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

Yes, that s the rule.

Who belongs to your European team?We have approximately 450 contract workers

and we are planning about 30 employees at our Prague headquarters which we took over from Julius Mainl grg oup p in Pragug e, on top p of that we cooperate with some advisors, namely for example with Mr. Eric F.J. van Dal who is in charge of the international hotel chains.

The times are dif cult; people are suspi-cious to something new. Do you think that this is the right time for you?

We are sure about that! Just realize that hotels occupancy was set to 50 to 70 % and suddenly they are sometimes getting below the line of 20 %. And at that time the solu-tion is coming which can reduce the fall. Weare sure that at the time when your income is going down the product which distinguishesyou from others is always welcome. Our busi-ness model brings more guests, creates loyal ness model brings more guests creates loyalcustomers, enables us to get the guests to therestaurants of the hotel as well as others andby all that, we dramatically increase the pro t of our partners.

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

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

By Vlasta Holciov

Rest and Shop bene ts for partnersFOR HOTELS: FOR RESTAURANTS: Higher preferences of the guest when booking Higher occupancy Guest also visits the hotel restaurant* Customer returns at least once more* Increase in pro t and turnover up to 20 % per year Increase in pro t and turnover up to 20 % per year Distinguishing from competitors Distinguishing from competitors

* real % may differ

Leaders Magazine V/VV 2009 5

esk peklad naleznete v elektronick verzi magaznu na www.leadersmagazine.cz

U.S. REST AND SHOP, organizan slokaOffice Centrum Libesk pivovarU Libeskho pivovaru 63, 180 00 Praha 8

After a great summer, in my opinion, we are now basking gg inninin the wonderful colorsss o oof ff auauautututumnmnmn and I believe thththatatat qqquuuite mmmananany y y ofofof our readddererers ss willll b b be e e heheheadadadininingg g ttot the foreststststs sss trttrtryiyiyiy ngngngng t t to get t tt aasaa mmmmananannyyyy mumumumushshshshrrororoommmmsss s asasasas p p pposososossisisisiblblblbleeee. I dononononttt knknknknow aaaanynynyny c c c couououountntnntryryryry a a aandndndnd its peoeoeooplplplple ee ewhwhwhwho ooo arrrre ee e so fannnnatatatatic aaaandnddnd h hhhapapapapppypp abouuuuttt t mumumumushshshshrorororoomomomoms ss s pickkkininining.gg.g. IIII bbbbe-lieveveveve ee e itititit iiiisss aa aa grgrgrgreeaee t tradittttioioioion ananananddd da grggrgreat oppopopoporttttununununitititityyyy totototo g gggetetetet aa aawawawaw yy yy

from eveveveveryryryry ddd dayayayays s s s wowowoworrrrrrrrieieieiessss and d dd hahahahardrdrddshippp tttto o oo fifififindndndnd tttthehehehe tt t tranqnqnqnquility inththe naaattutut re. . DDeDeDeararar C C CCzeeechchc peo lplplpleee kekeeepepep dd dooiio gngngng t ttthihis.

DeDeDespspspititite ee thththe low ww acacactititivivivitytyty dd durururinining thththe ee laaattter part ooof f f summmmmmererer ww we hahahaveveve mm manananaged ttto o o cococoveveverr quuuititite manyy innntererresesestitit ngngng ee eveveventntntsss to ssshohohowww yoyoyou in ttthihihiss s isisissususue e e oofof the LLLeeaeadededersr Magagagazazazinnine.e.e. TT To oo mmem ntnttiooon some; Jaaazzzz aat thehehe C C Casasastltltle e e wiwiwith the llegegegenenendadadaryryry H HHananankk k Jones, PPPeere uu u NaNN tionalalal D DDayayay, ,, SlSlSlovovovakaakia Natatatiooonananall DaDaDay,y,y, C C Coomo ennniuiuius ss RRoR und Tabblbleees wititithhh PrPrPrimimime e e MiMiMi-nnin stststeeer Fisschchchererer aa andndnd w w with h h MMMinister oooff f AgAgAgririricucucultltlturururee e MrMrMr.. . JaJaJakukukubb b eeebeeesssta, RoRoRotaaaryryry BB Bususus handoooveveverr r tototo the ss schchchoooooolll MoMoModrdd KlKlKlii, Woman nn ofofof ttthehh ReReRegiggiononon, InInInternatiooonnan l YoYoYoutututhhh LeLeLeaaadershippps s SeSeSeminar withthth aboooututut 1101000 sttstudududenenentststs ff frororom mm vavavariririououous ss cococounntrtrieies.s.

Wee h havave e mamanyy i interestingng intntere viewwss lilikeke M Mrsrs. MgMgr. JJururskov PhPh D.D,, MiM nisteer oof f HeH alth CCaare,, MMrsrs. PhPhDrDr.. KKopicovv, MMinnister of EdEducucaation, Yououthh a andnd S Spoportrtss, M Mr.r. P Pavveel Brabec, PPresis dedentn ooff Accraa ( (AsA sosociciatatioionn ofof C zezecch Adverttisisingng A genccieies)s), PrProfof.. InIngg. HaHavlvlekek, , Reectctor CVUUT,T, PPhDr. Onddeej eernrn,, G Genenereralal Direcectotor NaNatitionalal T Theheaatre, Mr. StSteffanan F Flle,e, M Mininisisteterr fofor r EuE roroppean Affairsrs, MrM . Kor, ChChaiairmrmann o off ththee AsAssosociatatioon of the CCzezechch Film Clubbs,s,Inng.g Flandndererovov,, f foormemerr Districtct GGovovernor Lionns Clubub, , JUJUDrDr. VlVla-a-diimimirr ErErmamakkov, C Comompany Presisideentnt a ndd I Ingng. HuHugogo K Kysilkaka, Vice President for Marketing of the Gas Company Vemex tomention some of them.

I am proud to say that our web page is getting better and better and within a short time we will also have a special

cooperation with MediaTel. Thanks to Media Tel and their vast information ability we will have additional

content, for example connection to their Travel Guidein three languages, English, German and Czech.

Our electronic version of the magazine is now read by people from 98 countries according to the Google analytic system. We have monthly around

20.000 page viewers. This is an excellent promo-tion of whats going on in the Czech Republic, both

our coverage of important events and interviews of top level personalities from the business, politics and

culture sphere.Dear readers, I hope you will appreciate and like this September

issue and I wish you a great autumn. Hopefully you will find many of those delicious hidden treasures (mushrooms) in the forest.

Yooururs s sisincerelly,y,

Benke AAiA kekekellll bebennke.aikell@l@leaeaded rsmaagagazinee.c.czz

wwwwww.leleadaderersmsmagagazazininee.czcz

Dear Readers,

6 LeLeLeadadadeere s MaMaMagagg ziziinenene VVV/ 2/ 2/ 200000 9

My My MyMyMy MMyMMyMyMyMyMyMy My My MMy MMy MMyMyMyMy MMyMMy MyMMyMyyMMyMMMMMMy MMyMMyMMy dogdogddogdogdogdogogogdogdodogogdogdogogdogdogdogdodogdogdogdogddogdogdogoogoogogdogdogdogdogdogogdooogddogggg R RhRhRhRhRhRhRhRhRhRRhRh Rh Rhhh RRhRhh RhRhRRhRh hRRh R hheaeaeaeaeeaaeaaaaeaaeaaaaeaeaaaaaeaeaeaaaeaeeaaaaaeaaeeaee

Benkee AAikekek ll

the good things in life 44 Japan

events40 Provident Financial The Best Woman of the Region 200950 Lions Club Prague Eagle Celebrate 20 years Anniversary at Castle Blatn66 Round Table of Comenius with Prime Minister Mr. Jan Fischer at the Hotel Pyramida70 Round Table of Comenius with Mr. Jakub ebesta, Minister of Agriculture of the Czech Republic at the Top Hotel74 Round Table of Comenius with the founder of TOP 09 Mr. Miroslav Kalousek86 Blue Mammoth Arrives at the Blue Key School92 Jazz at the Castle with Trio Hank Jones106 Lions Club Prague Bohemia Ambassador110 Top Sporting Golf Event at eladn114 Farewell to Jaap and Leny Aardse117 Effectconsulting Is Celebrating 15 Years on the Market118 18th International Youth Leadership Conference133 Rabbi Loews Path of Life136 Through Public Castings Right into the Parliament

contributors9 I S /9 I Swear.../I Pil Ivan Piln13 The Great Captains of Our Lives/s Karin Genton L'Eppe23 Due to Politicized Justice in the CR the World Famous Bertramka Monument

Is Closing Down/Roland Heigger60 The Energy-Climate Crisis Is Your Business Part X: Grassoline Biofuels the

Right Way1/James A. Cusumano, PhD.89 Czech As a Bridge Between Continents/ The Czechoslovak Foreign Institute90 Global Demography Opportunity or Ticking Bomb?/Jan Muehlfeit96 The Main Causes of the Financial Crisis and some Possible Remedies/Vincent

J. Derudder138 Assembly of Barristers/JUDr. Roman Jelnek

diplomatic events24 National Day of Slovakia at ofn Palace28 Farewell to the Norwegian Ambassador H.E. Peter Raeder and his Wife Inger Melhuus Raeder127 188th Anniversary of the Independence of Peru130 Commemoration ofo the Visit of Benedict XVI to Israel

page 66 Comenius with Prime Minister Jan Fischer

page 133 Rabbi Loew's Path of Life

7881 78 81

culture events49 Nekoneno (Infinite)121 Summer of Prague Symphony Orchestra122 Radz a Mahulena124 The End of Season125 Extrm126 Press Conference of the Openning of the 127th Theatre Season of the National Theatre

interviews4 We Choose Our Partners Carefully An interview with Alexandr Herda, Vice President Europe, U.S. Rest and Shop

10 11 Years of Canadian Medical Care in Prague An interview with MUDr. Barbara Tauov and Jan Oberman, Canadian Medical Care in Prague

14 The Rising Star of the Aviation World TURKISH AIRLINES An interview with Fatma Yuceler, Turkish Airlines General Manager for the Czech Republic and Slovakia

16 Research and Development Is The Only Way An interview with Miroslava Kopicov, Minister of Education

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

20 Switching from Diplomacy to Politics An interview with tefan Fle, Minister for European Affairs

32 VEMEX About Us and Natural Gas An interview with JUDr. Vladimr Ermakov, Company President and Ing. Hugo Kysilka, Vice-President for Marketing

34 Teaching Is the Meaning of my Life An interview with Professor Vclav Havlek, Rector of the Czech Technical University in Prague

36 Radar Base Still Put on Ice An interview with Jan Kohout, Minister of Foreign Affairs

38 Theatre Can Look Into Human Soul, Open it and Explore it An interview with Ondej ern, Managing Director of the National Theeatre

46 The Genuine Legend of Film Art An interview with Vclav Vorlek, one of the most successful Czech FilmFFFF

Directors and Screenwriters

54 There Is no Such Thing As Originality An interview with David Radok, Stage Director

56 It Is our Mission to Help and to Serve An interview with Jana Flanderov, the Former District Governor of thee Lions Club in the Czech Republic and Slovakia

58 Effective Advertising? ...Witty and True! A talk about Ethics and Creativity in Advertising with Pavel Brabec, Prresident of the Association of Czech Advertising Agencies and Marketing Communication

62 Spreading their Wings Prague-based Grossmann Jet Service s.r.o. Is Branching out in a Growing Market An interview with Dagmar Grossmann, CEO, Grossmann Jet Service sppol. s r.o.

64 I Care Very Much About the Fees Preservation in our Health Care An interview with Dana Jurskov, Minister of Health Care

80 Business on the Racetrack, Sponsoring and Corporate Events as Targgeted Marketing An interview with Ivana Ulmanov, Chairwoman of the Board of Directtors of the Automotodrom Brno joint-stock Company

82 Gourmet or Gourmand? Working at the Hotel Palace Prague Is for mee Something Like Acting in the National Theatre An interview with Miroslav Hudek, legendary Maitre dHotel of the Hotel Palace Prague

84 Our Main Goal Is to Present Film as Art and a Communication Instrumment An interview with Petr Kor, Chairman and Statutory Representative oof the Association of the Czech Film Clubs

112 Technological Openness Is CrucialA Ann inintetervrvieieww wiwithth esestmtmrr P Paiaill, C Chihiefef E Exexecucutitiveve O Offfficicerer o off PIPIKEKE E Elelectctroronnninicc

page 40 The Best Woman of the Region 2009

108111

page 118 18th International Youth Leadership Conference

EU matters97 Business News98 The Basis of the Development of Every Region is Support for Science and Research. An interview with Even Toenovsk, European Parliament

100 Czech Prime Minister Jan Fischer in European Parliament1011111 0 Czech Prime Minister Jalimate are Todays Coal and Steel10101010100101101 2 EU Chief: Energy and Cs104 The lobbyist in Brussels Must Simply Have a Suitcase Full

o f Arguments I of nstead o MoneyPetr Osvald (CSSD) RepresentativePetr Osvald (CSSD), Representative An interview with Ing P An interview with Ing. P

o f the Czech Republic

Leaders Magazine is member of

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

Publisher: Benke Aikell

Contributors: Villiam Bucher, MF DNES, Vanessa Bulkacz,

James A. Cusumano, David Creighton, Joseph Drebitko, Karin Genton-LEpe, Pavlna Holancov, Martina Hokov, Filip Hubek, JUDr. Roman Jelnek,

Ph.D., Zuzana Kaskov, Zuzana Krchav, Tom Nmeek, Jan Muehlfeit, EurActiv,

Ivan Piln, Vra ihkov, Lenka Zlmalov

Marketing/Advertising:Michala Voskov, Ingrid eleznkov,Max Salamatin, Alexander Fernando

EU Matters:Ministry of Agriculture of the Czech Republic, CEBRE Czech Business

Representation, AMO, CESES, Europlatform, Ano pro Evropu

Photographers:Jakub Hnvkovsk, Tom Jacko,

Zuzana Jirskov, Pavel Kauck, Philippe

Veldeman, Martin Janas, Dagmar Kneov, Martin Mal,

Ji Zerzo, Jaroslav Marek,Pavel Malek, Pavel Lebeda,

Radovan Mia, Paul Pacey, Jaroslav Petrek, Roman Sejkot, Martin Siebert, Jadran etlk, Radovan ubn, Vojtch Vlk, Vladimr Weiss, Lillis Werder

Subscription service:Bc. Daniel Raka

Leaders MagazineCEPONA, s.r.o.

Luick 32, 120 00 Praha 2

We appreciate your opinions of the Leaders Magazine.

Please send them to: Leaders Magazine

Moravsk 14, 120 00 Praha 2, tel.: 224 255 277, fax: 224 256 172,

email: [email protected]

Leaders Magazine comes out bimonthly.

Licence: MK R E 13147

No reproduction is permitted in whole or part without the express consent

of Leaders Magazine.

Opinions expressed in this publication are those of the authors or persons

interviewed and do not necessarily re ect the views of the editors or Leaders Magazine.

All editorial material and photos in Leaders Magazine is digitally stored and may be

republished by Leaders Magazine either in printed form or in various digital

media. All correspondence to Leaders Magazine may be published.

Graphic design and printing:D&S Design Prague, s.r.o.

tel.: 274 774 [email protected]

www.bigformat.cz

Youuu cacacan n n nd ttthehehe M M Magagagazazazininine innn t thehehese ne ee rereressstaaua rants: (tetetelllephphphonononee e nununumbmbmbererer ff fororor rr reseseservaaatititiooon)

Total circulation: cca 18.000 bi-monthly includingelectronic version.

Readership total: cca 500.000

Leaders Magazine is sent as a compli-ment to: Those who are the most in u-ential, powerful and af uent readersin the Czech Republic. To represen-tatives of the businesssphere, diplo-matic corps and to top goverment and mayors of cials. On the board of the SA business class & VIP lounges of Prague aiport. We are also cooperating with Prague City Hall, Czech Invest, Czech Centre, ThThee CzCzeech Medicacal ChChamambeber,r, a allll C Chaham-bebersrs o off Commerercece,, FoForurumm FrF anncocophoneAfAfffairreses, , eesksk MaManaersskk AAssociace, CMCMC C GrGradaduaatete School ofof B Bususininesess,s, UnUniversityy o of NeNew w York iinn PrPragagueue, , AnAnglglo Americann S Schooooll, U Uniniveversrsitity of Pitttsts--buburggh,h, C CEEEELILI I Insnstititututee, Lions Clubbs,s, RoRotatary CCluubs, The PrPragagueue Societyy f foor InInt.t. C Cooooperation, CZCZECCHH TOTOPP 10100,0, Czecchh 10100 Bestst, CEBRE, Eurotele-graph, The Senate, Minister of Agricul-ture, Minister of Foreign Affairs, Ministry of Culture, Ano pro Evropu andd mamanny more.

For sale in Luxor Bookstore at Vclavsk nmst.

Leaders s MaMagagazine is avvaiailable e inin a allll rooms oof ttheesese t topop s statar nene h hototelels sandd ththheieie rrr rereestststauauaurarar tnts:(t(t(telelelepepephohohonenene n numbebeber foff rr r rrereservation)ArArAriaiaia Hoototeeel

Coda restaurant 225 334 791Coda restaurant 225 334 791

Crowne PlazaHarvest Restaurant 224 393 692

Raansk vinrna 224 393 855

Grand Hotel BohemiaU Pran brny 234 608 111

Hilton Prague CzechHouse Grill &Rotisserie 224 842 700

Hilton Prague Old Town Maze Restaurant 221 822 303

Holiday Inn Prague Congress CenterEsEsprp itt 6 611 17175 5 030300

Hootetel BeBellaggioioRRestauaurarantnt I Issabebellllaa 221 1 777788 9999

HoHottel HoffffmemeissteerRestaurant AAdada 2 25151 001717 1 13333

HoHotel Intetercrconontitinenentntalal PrahahaZlZlatat PrPraahaa 292966 6631 111

Hotetel l PaPalaacce Praha Gourmemet t CClubub 22224 009393 1 11111

Hoteell ReResidencceeAlAlchchymymisistt 25257 28286 011

HoH teel RResidence IrIronon GGaate 2225 777777 777777

HoHottel SaSavovoyy, R ResestataururacaceeHrHradadaanyny 224 3002 2 15150

KeKemmpinski HyHybberrnskHHyHybebernrnsksk 12212, 1111110 00 00000,, PrPrahhahaa 111hohohotel & restaaaurrrant 222222666 2222226 6 6 111111111

Le P PPalalalaiaiaisss HoHoHoteeelll PrPrPraagagueuee

Le Papillon 234 634 611Le Papillon 234 634 611

Prague Marriott HotelBrasserie restaurant 222 888 888

Radisson SAS Alcron HotelLa Rotonde 222 820 000

Restaurant Alcron 222 820 000

Rezidence LundborgPraha 257 011 911

Rezidence NosticovaRestaurant Alchymist 257 011 670

Sieber HotelRestaurace h. Sieber 224 250 025

Top Hotel PrahaReReststaurarantnt Bohemiaiatotop pRececepcpcee 226767 2 2848 11111

AuuddieenceeDeDecisisionon makakerers s inn the elds oof bub ssinness, public rreelatatioions, indepepenn-dedentnt pprofessionsns andnd d dipiplolomamacycy,, gogovernrnmementnt o off cciaialsls, llocacall ofo ciaals.s.

AmAmAmbibibiennntetete RR Risisistorantntnte e e PaPaPastttaaa FrFrFresca 224 23000 2224444Aromomomi 222 711133 3 22222AmAmAmbbiente The Livvvinnng gg RRRessstaaaurants 222222222 7272727 77 858585111

AAzAA tecacacaca 2 2 2257575757 327272727 389BaBaBaBarororor ckckkck BBB Baraaa & Cafafafaf 222222 2 32323232999 9 221BeBeBeBelllllllevuee 8 00000 111123232323 555553BBBrB asserie LeLeLeLe MMMMooloo iieii re 22222222 555514444 1 1 1 165656565BrBBB eak Caf 222222222222 23113131 0 06565655BuBuBuB gsys Baaaarrr r 222222222 22 2 32323232999 9 94949443333CaCaCaCafefefefe L LLLaaaa VeVeVeVerarararandndndndaaa a 222224 88188 4 733CaCaCafefefefe S S SSavoy 257575757 329 860CaCaCaCafefefefe D D DDe ee e Paaarisss s 666603030303 160 718

Caff ReReReResstss auaauaurarrr ntPrPrememiiraaraaa 222424444 888 82828282828 111 159599959Casanoooovaaaa 222257575757 55 5535353535 1 1 11272227CCCCesesttt t LaLaLaLa VV V Vieieieie 22 2257 321 55511111111ClClClC emeee enttttinunununum 224 813 892222

Casasasasas A AAndndndndndina 2222222224 815 9999996666

ervenenenen taataatabub lka(Na HuHuHuHuHutchhhh))) )) 23232323333 333 323232323 3 42222299999

eeeeervrvrvrvrvennnnn tatatatatabububububulklklkkkaaaaa(L(L(L(L( odecececececkkkkk ) 224 8100 000 404040404011111DDDDDmmm vvvv na U zvojeee e 226 00666 66 111211 000L AAngngngngngolololololo 222222222 4 82828282829 9 9 9 9 35353353555555

FrFrFrrrananananncouzuzuzuzuzsksksksksk rererererestststststaaauaa rararararacececece vvv vv ObObObObObecececece nmm mmm dododododom 222222222222222 0 000002222 7777745

Giarararararddiddd noEnEnEnEnEnotototototeca con Cuuuucccicc nnananna 2 22 555113111 444442727272727

HeHeHeHeergggggetetetetetovoooo a Cihehehehehelnnnnna 255525257 7 7 7 53535353535555 5 5353535 44444HHHuH ngngngngarararriaiaiaiann nn GrGrGrGrotototottoooo 22 2257 555532323232 344

Jaaapppap nese RR Resesesestaaaauuruu ant

Nagoya 222515151 55 51111 72444Kampa a a PaPaParrrk 2225557 555323232 6856KKaK vrnnnaaa vvv ObOO ecnmmm ddod m 2222222 002 764KaKaKavvvrnaa a && & Vinotka Breeesttto((ttpppnssnsskkkk)) 22222222 21212121222 2 818181810000

Kingggg SSSSoolommmmonononon 2 2 2 224242424 88 81818188 7 7 7752Kooogogogog Havellllsksksksk 222222224 2114 444 545454543333KoKoKoKogogogogo SSS Slololovavavavansnn kkkk d mmmm 2 21 451 259595959

La PPPPererererle de Pragueueueue 221 984 166666LaLL mbmbmbmborghini PastaaCa aafffff (VVVVzzzzeeesk) 222224242424 88 813131313 2 22 257575757Laaaambmbmbmborororrghghghghini PaPaPaaststststaCaCaCaCafffffff (V(V(VVodikokokokovavavava)) ) 222222222 2 22 232323231 88868 999LaLaLaLaryryryry F F F Farary yyy 222 3232323200 00 11511 4444Leeee CCCC C faf CCololololoniniinii lalaaa 2 22424 8 81181811 33 222222222LLeLL s Moules 222 333315151515 022222LLLoLL uka Lu 257772111112333388888888LvLvvLv Dvr 222224242424 33 3372727272 33336161616

maaaaamamamamama ll lucucucucucyyyy y 22222222222 3232323232777 7 207MaMMaMaMarcrrr o oooo PoPPPP lo IVVV VV 222222 444 44 818181181999 99 668Metamomomomoorppppphisss 22222211 111 77777777771 1111 06000 8Metropolllll M M MMMusssssiccccc C lub 222222222222222 3144444 0 0 0 00717171771Mlnec 222222121212121 0000 0828828282 2 20808080808NoNNNN strererereresssssssss cccacc feeee ggg galaalalleleeeryryryryry 222 222222222222 33 33317 0044444OrOrOrOrOranananangegegegege MM M MMoooooooooonnn nn 222222222222 325 119OsOsOsOsOsteteteteteria DaDaDaDaDa Clara 2222277171717 726 548 777777776 6666 414444 8 5599999

Plffyyyyy PPPPPalllcccc 2 222 5757575757 555 553030303030 5555 52222222222Parnnrnnrnasssss 22222242424242 222 221616161616 2222244444PaPaPaPaassssssssssepepepepepararararartotototot ututtutt 222 513 3333340400040Patrioioioiottttx 224 235 155558888PrPrPrPravavavdaaaa 222 326 222203030303RRReR ddd d FFiFF shshss sushi 222222222222 22 2220202020 77 7716161616

Restststauauaurace Hanil 222 715 86676ReRR sstaaua race U Vladaaaeee 22257 534 111212121ReReessts auauaurant bar

Poood kkkdddlelelemmm 2222224 44 9595951 11 74111222RReR ststtauauaurararantntnt MM Miiichal l l 222 2222 22 2 6636 000ReReReReststststauauaurararantntntnt PaPaPaPalc Kinskchchchch 2 24 81010101 750505050RReRR staurace Naaa RoRoRoRozhzhzz rarararan 224 333323232323 876ReRRR staurant Rybybyyb trh 22222222444 4 898989895 55 5 444444447777Reeeestsss aurantttt uu uu KKKKolowowowowrararratataaa 2 2257 530303030 77 7729ReReeRestsststauaa rantntntnt

UUUU mamammaltltttzzzzskcccch ryt 222257575757 5 5 5 533333 666Reykjaavvvvk kkk 2222222 22 222221 1 212121218Rios Vye hhhrh aaada 222224242424 922 111156565656

Ristorannnntetetet Amicccciii MMiMiM eeeie 22222424244 816 688RiRiR ststststororororaaaantetetete DDDDaaaa EEEmananananueueueuelll l 222222224 312 934

RiRiRiRiststststorannnnteeee IncontroJungngngngngmamamamamanooooovo nm. 19 22424242424 999994848484848 666 65050505050

Russasss lka 222222222244444 93939393934 4444 109Saaaaahahahahahara Cafffff/////ReReRRR ststststs auauauaua raaantntntntn 7777777747 555555757575757 7 777636666TaTaTaTaTajjjjjMaMaMaMaMahahahahahall l 224 225 56565656566

U eeerrrvrr enho kolalalalala 224 811 11111111811U KaKaaK mennho mooooostttttu 224 099999777 77 101010101000000U UUUU mamamamamal 222225757575 55 5553030303030 0 0 0000000000000UU UUU momomomoodrdrdrdrr kakakkak chchchchchninininin kkkkky y y y y 25252525257 7 7 77 320 00 0 0 30303030308U Moodrdrdrdrhhhh oo oo HrHrHrHrHroznnununn 22222222222 222 22211121 111185UUUU U zlzlzlzlzlatatatata hrhrhrhrhruuuuukykkk 220 5 1414141414 7 7 7 7 7787777UUU UU Zvoje 226666 0 00 0 0000600 111112222222222Ultramarin 222222424242424 9 99993232323232 222 2249499499ViVVVV no di Vinooooo 22 222222222222 33 3331212121212 999

ZZZZtitititi RRR Resesesestatatatauuururanananantttt 222222222 221 155ZaZaZaZahrhrhrhradadadada v OpOpOpOpee 2222222244 44 22232 9 685

The future members of the medical profes-sion take the Hippocratic Oath during thegraduation ceremony. The majority of doctorstake this oath seriously. Some of them are more efficient, more successful, others less, but apart from certain exceptions they taketheir work as a mission, not as a job.

Greed, striving for maximum profit andcros ising off tethihicall bboundda iries b by a nu bmber off managers has led 33 MBA students at Harvard University to an idea of a similar oath. In the current economic crisis people ask who is re-sponsible for all that. The victims, in a number of cases the rightful ones, were bankers,financiers and punters. The blaming finger points also at managers at top positions whose astronomical salaries seem inappro-priate and unearned. The amount of money often does not correspond with the results of the company they direct. There are students from more than 25 economic schools and universities in the United States that have supported the creation of the MBA graduates oath. They want the MBA graduates to be respected for their integrity, professional ap-proach and leadership features. They want the MBA title not to be connected and charac-terized by the striving for personal benefit withno respect to ethics. The study at economic schools and universities should not be the means of unscrupulous enrichment.

These thoughts have brought me to the sphere of politics. Our deputies take a depu-ties oath. It is short, they promise to be loyal to the Czech Republic, its laws and constitu-tion. In practice they easily breach the consti-tution and do not care a damn about the laws. They have their parliamentary immunity tilltheir death which they have not given up yet despite all promises. The oath is given to thewhole nation. In practice it means to their friends, debtors, family members, sometimes to their party which they stand for and which has crowded them to the wall. They take it certainly when fully awake, not affected bycheap liquor from the deputies canteen. They work in accordance with their conscience, which allows the deputy leader of one party to admit publicly that he bought his flat from the deputies refunds. He stands for the

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

that it is necessary to call New balls! likein a tennis match.

By Ivan Piln President of Tuesday Business Network

Former Chairman of Czech Telecom

In partnership with Leaders Magazine


Photo: Vladimr Weiss

I SWEAR...


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

MUDr. Barbara Tauov graduated from the Medical School of Masaryk University in Brno in 1986. She worked at the Institutefor the Care of Mother and Child and in 1993 founded a private medical centre Childs Ambulance. She is a member of the Czech,American and Canadian Paediatric Society. Jan Oberman has been working in health services at several positions since 1990 and in partnership with MUDr. Tauov he established the private medical facility Canadian Medical Care (CMC) in 1998. Currently the CMC has around 80 employees of which are 40 doctors of various specializations. It registers over 20.000 individual clients in its database and at its workplaces in Prague 6 and Prague 4 it treats around 1.700 clients every month. The CMC also provides health supervision at social and sport events and organizes courses of rst aid for public.

11 YEARS OF CANADIAN Medical Care in Prague

What were the beginnings of the CMC? Previously there was a pneumology clinic with

150 beds here. In 1993 we decided that thefoundation of a centre for foreigners would be the appropriate supplement of the existing care. We thus made terms with the Canadian company MedEmerg that founded a private centre of

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

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

Jan ObermanCanadian Medical Care in Prague

Photos: Vladimr Weiss

11

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

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

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

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

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

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

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

facility for foreigners whose staff is able to speak a foreign language. For longer time we have been seeing the rising interest of Czech patients. Our clients are very demanding. They require the highest standard of care. The name of the institution also reflects our effort to adopt the Canadian approach to the relation between patient and physician.

What is this approach based on? This approach lies in the active communica-

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

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

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

How do you handle these situations? We try to accommodate them. It is also in

accord with modern medicine that prefers out-patient or stationary treatment to hospitaliza-tion, if it is possible. The health of the patient must not be jeopardized.

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

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

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

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

MUDr. Barbara Tauov Canadian Medical Care in Prague

Do you cooperate with insurance compa-nies or do patients cover all the costs?

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

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

Very good; in practical paediatrics we havebenefited from the organization of this speciali-zation in the last years. Progressive solutionsand approaches, relationship to the patient it is up to each physician. In the CMC we are trying to provide the best care in compliance with the newest pieces of knowledge of modern medicine. We use the Evidence Based Medicine database which is the new direction of application of clini-cal studies results in practice. Hereby we areable to provide medical care at a world level.

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

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

themselves constantly and thus keep abreast of the newest research in the given specializa-tion of health care in the world. So the standard ofof p prorovividededd cacarere h hasas b beeeenn ririsisingng.. OuOurr apapprproaoachch to the patient, as it was mentioned above, lies in the active dialogue when the physician has tobe able to answer all the patients questions concerning their health. And this is not verycommon in our country yet.

What are your future plans? In cooperation with city district Prague 6 we

plan to extend our services. We think about buil-ding a retirement home with 150 beds as well as a kindergarten for 50 children in Veleslavn. In Prague 4 we would like to build a Childrens Ambulance Centre and extend our assistanceservices such as for example transport services, escorts to hospitals by our employees, 24-hour on-call service, the possibility to call physiciansanytime, and home visits to our clients. We want to keep up the trust of our patients and conti-nually increase the quality of our care.

Compiled by LM



Examination, Canadian Medical Care in Prague


Summer offers more opportunity to indulge in reading, one of my favorite activities, and I especially like it when I bump into a book or an article which stops me in my tracks and reorients my thinking.

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

While the corporate world has embraced Daniel Gole-mans Emotional Intelligence principles for a couple of de-cades, the military culture has generally considered talk of emotions to be a sign of weakness rather than a dimen-sion of strength to be incorporated in their combat training.

All that is about to change with the new Comprehen-sive Soldier Fitness Program which, according to ArmyChief of Staff Gen. George Casey, is designed to strengthensoldiers, family members and Army civilians emotionally, spiritually and socially, giving them the ability to cope with stress.

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

The salient discovery that emotional fitness plays a cru-cial role in the soldiers overall well-being and their perfor-mance in combat resonates deeply with Daniel Golemans assertion about the vital role that empathy and self-knowledge play in effective leadership.

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

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

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

consciousness. When we get iintnto an emotional tailspin,it is time to pay attention to the messasages our emotions are sending us, because any emotion can hahave negative con-sequences and become destructive. Even ttoooo much happi-ness, turned into hysteria, can lead to destructivve e behavior.

But when we speak about negative emotions we aarer usu-ally referring to fear and anger, with anger often the fococusof attention.

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

According to Daniel Goleman, The good news is that the brain is plastic throughout life it is shaped throughrepeated training and experience. That means we can ac-quire emotional skills. And emotional skills can be learned and developed until an advanced age.

As much as those crucial emotional skills can be learned,it takes practice to be able to observe and understand feel-ings when they arise, and to pause before we respond. To foster the ability to restrain our quick emotional impulseswe need to develop: 1. Emotional Awareness

This is understanding what we are feeling and why. It is identifying how our bodies feel when we are experiencing fear or anger and describing our physical sensation; e.g.when I want to ask my boss for a raise, my stomach gets tense; when my colleague doesnt listen to what I say, myblood boils. It is also describing the action the emotionseems to be pushing us to do; e.g. when I am angry I feel like shouting.2. Emotional Focus or Mindfulness

Mindfulness is the calm awareness of ones body func-tions, feelings, content of consciousness, or consciousnessitself. To acquire mindfulness, we can practice simple mind-ful meditation, which is the ability to attend to the moment.This can be done while seated, walking or during any activity. It is mind training. It is about paying close attention to what we are doing and experiencing, and how we feel in the mo-ment. It is the opposite of multitasking. It is about bringing the mind back to the moment whenever it wanders off.

3. Emotional ControlAs the Dalai Lama pointed out in one of his interviews,

To be effective in responding to what makes us angry, we need to keep the focus and energy of the anger, but drop the anger itself in order to act more skillfully.

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

Never speak or act/react when feeling angry, and focus on wwhat you want to achieve instead of what is bothering you. OOuru perceptions are controlled by what we focus on and thee m eaning we give to what is happening to us. For example, wwheh n someone is late we can think one of several things: Something came upp, he/she will arrive soon, How dare he/she be latete a and make me wait, Something horrible like an aaccc ident must have happened.

Before letting ourselves get intto o ana emotional tailspin/unthinking panic mode, we need to tatake a deep breath and: Change our perception: the person probably y did dnt mean to offend us, Change our approach: maybe we mis-communicateed d the time or place of the meeting, Change our communication: shift from indirect to direct communication and be specific, instead of assuming peopleknow our expectations.

Anger can feel good, even terrific, because it is ener-gizing. But the consequences can be adaptive and func-tional, or really destructive. Used appropriately recogni-zing when we are angry and why we are angry anger can be a powerful tool for change.

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

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

Karin Genton-LEpe has 15 years of management experience in the United States, France and the Czech Republic. For the last 10 years Karin has worked as a successful business coach in the Czech Republic offering international professional expertise. As a business coach, Karin has developed a range of coaching and training programs for mid- and top-level managers to focus on leadership development, cross-cultural understanding and effective com-munication in an international environment. With her knowledge, skills and range of experience, Karin has been a frequent guest speaker at business conferences and educational institutions. She is also a regular contributor to business journals and magazines. Karin works in English and French and can be reached at [email protected]

THE GREATCAPTAINS OF OUR LIVES

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


Photos: ArchiveIt s the small detaails that matter...

Turkish Airlines is tthe fastest expanding airline company in Europe, with more than 120 aircraft annd an ever-increasing number of global destinations whichalready stand at mmore than 150. With a reputation that has been built, inno small part, on iits excellent service,Turkish Airlines is ccontinuing to uphold its status as the rissing star of the worldof travel and, in paarticular, as a globalAmbassador for Turkkey.

Turkish Airlines iss a member of theStar Alliance netwoork, one of the most prestigious alliances in the world. With Turkish Airlines you can y to 965 desti-nations worldwide, eearn more miles withtheir Miles & Smilees card, bene t fromincreased privileges, priority reservations and baggage check-in, and, with Star Alliance Gold statuus, have access to approximately 800 lounges all over theworld.

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

Prague Leaders Magazine went to meet with Ms. Fatma Yucceler, Turkish Airlines General Manager foor the Czech Republic and Slovakia to nd out how the companycontinues to do so wwell:

The Rising Star of the Aviation World

TURKISH AIRLINES


Turkish Airlines has had offices in the Czech Republic since 2000. What have been some of the companys greatest achievements during that time and what as-pects have changed since you first started?

ed its operations in the Czech When Turkish Airlines starte, we had 3 flights per week Republic in September, 2000ated through a code share to Istanbul, which were oper05, shortly after I arrived in arrangement with SA. By 20

mount had risen to 5 times the Czech Republic, that amoperating daily flights.a week, and by 2007 we were oe early days, we had to work I think that, especially in ths as a global brand; and still, hard to position Turkish Airlines

quality of our services and the we continue to push home the qgood choice for flying fromfact that we are not simply a

t Istanbul is the ideal gatewayPrague to Istanbul, but also thatto the rest of the world.

of the fact that we are now Personally I am very proud from Prague to Istanbul, and operating nine flights a week fsed the number of flights had we really wouldnt have increasom Czech customers to travel there not been the demand frowith increased passengers weon this route; and, of course, w

see increased revenue.changed everyones lives and Plus, too, the internet has cking online, our whole market-with so many passengers bookge and I think that our local ing strategy has had to changz) really shows just how wide website (www.turkishairlines.czd the extent of our service.our range of destinations is and

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

and energetic company with Turkish Airlines is a young ay wants to continue to grow76 years experience. It reallych it sees as most important and expand and the area whicxample, whilst other airlines is in its level of service. For ex

cutting costs, Turkish Airlines have been looking at ways of cvice in December of 2008, launched its First Class serv0 ER aircraft to its long-haul and added 3 Boeing 777-300y of offering passengers the fleet which have the capacityy, as well as Business and ultimate in First Class luxuryt Class for many airlines is Economy Class seating. Firsthave it available on flightsa thing of the past, but we kyo, London and New York to Singapore, Hong Kong, To

should definitely try our first and it is really fantastic. You sl like a true superstar!class at least once to really feeers are not only focused on I think, too, that, passenge

really important. At Turkish cost, and that service is still fer the highest possible level Airlines we really do aim to offtive price in all of our classes; of service at the most competitrtant, but when you see that of course ticket price is imports are often the first to be Business and First Class sea

assengers really do value the booked, it is clear that many paquality when they are flying, absolute best in service and qg some distance.particularly if they are travelling

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

the world that connects two Istanbul is the only city in tique, exciting and exotic citycontinents and it is a really un

tation for its ability to deliver that has earned a global reputf sophisticated modern faci-an unmatched combination ofd hospitality. It is definitely lities combined with old-worldtravellers from the West to a natural hub for business td say that travellers from the the East and vice versa. I wouldnbul for a number of reasons, Czech Republic are visiting Ista

ween Turkey and the Czechand also that business betwRepublic is definitely growing.

What do you think is so special about Turkey? to start to answer this ques-It is difficult to know where ons why Turkey is so special! tion as there are so many reas

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

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

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

We also have new destinations that are being addded all the time; most recently, Turkish Airlines launched flights to Sao Paulo in Brazil, and Toronto in Canada and I woouldntbe surprised if more are announced as we go on thhrough the year...

What is the story behind your Kevin Costner ad?We knew we wanted a worldwide, well-known celebriity fea-

tured in our new ad that was designed specifically to prromote the quality of our services. Kevin Costner seemed to be the logical choice he is, of course, a star, but he is doown to earth and someone that people feel they can connect with the idea is to make people feel that they, too, can feeel like a star. Kevin is extremely easy to work with and was a pperfect

fit for the campaign, and he is, of course, a big fan of Turkey.You have told us a lot about Turkish Airlines plans for

growth. Can you give us an example of some of the official statistics that show that Turkish Airlines is doing so well?

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

In another important and encouraging developmeent we also earned a very strong position in a survey condducted by Aviation Week, one of the most respected publications in the aviation sector. Based on the results of a comprehensive survey under five different headings, the magazine rranked airlines in terms of the soundness of their corporate struucture. Turkish Airlines was placed fourth in this ranking, which included all the airlines in the world. Bearing in minnd that we were placed thirteen in last years survey, this is aa great result, and the biggest jump of any of the airlines researrched.

What is the meaning of your new catering campaign Who s in the Kitchen?

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

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

We have special menus for special expectations. If you are a vegetarian, we have a menu for you. We also have menus prepared in line with your religious beliefs. And if youhave health problems if you are diabetic, or if you are simply on a diet and being strict about calories or carbs,dont worry, we have a menu for you, too!

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

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

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

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

What do you do to relax?I love travelling particularly to really exotic destinations,

but if I dont have enough time to go too far, the best relaxa-tion for me is to escape for short or long weekends.

Its a real treat for me, especially when my son is accom-panying me!

Compiled by LM



RESEARCH AND DEVELOPMENT IS THE ONLY WAY

An interview with Miroslava Kopicov, Minister of Education

PhDr. Miroslava Kopicov was appointed the Minister of Education, Youth and Sports in Maay. She served as the cabinet minister with the same responsibility in 2006. She graduated from the Facultty of Arts, Charles University. She came to the government from the National Training Fund where she was dirrector from 1994. Before that she had held several senior positions at the Federal Ministry of Labour and Social Affairs. She is the 1st Vice-Chairwoman of the Research and Development Council of the Government of the Czecch Republic.

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

Only one deputy minnister has kept her office since I served my first teerm as minister. All the rest has changed significantlly. The ministry as an insti-tution has grown by some two hundred employees. Surprisingly, there is noo connection between theincrease in the numberr of the staff and the EU Presidency as much ass it is connected with thestructural funds. I am nnot happy about that. My idea of the implementation of structural funds would be different, nevvertheless this is the waythe ministry is set.

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

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

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

Photo: Vladimr Weiss


ame with me and whom a team of deputies that cmore of explaining thingsI could trust. Now, it needs

ng. and often also of persuadinWhat was your programme which you joined

the government with? If we can talk of the programme for the few months.

set the little what I could I said to myself I had to ficult and limited circum-achieve no matter the diffent works in. I was positivestances that this governme

knew the situation of this I could help and not harm. Ind that I would face the government department af not bringing my peoplerisk and the discomfort ofneed to work with those with me and that I would cided on a few priorities who were here. Then I dec

that were urgent.e unified high school leav-First, it is to solve out thethe question of the reform ing exams. Second, to face ton and training system. of the university educatio

mportant issue for the mi-I consider this the most imI cannot proceed muchnistry right now. However,

would require a bill that further in solving it as it wcurrent Parliament. Con-would not get through the ssues, we have to reallo-cerning some of the other in the right direction. We cate the structural funds i

he funds in such way that need to direct the use of thtrategically to help us to we could use the money srisis which hits the minis-bridge over the economic c

try of education very hard.hus diametrically altered My ambitions have thrm.from my first ministerial ter

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

nces it would not be that Under normal circumstaee aspects have made the complicated, however, threlt and little bit complex.situation a bit more difficul to the office on Friday, Firstly, I was appointed

on the following MondayMay 8, and immediately og two Councils of Ministers and Tuesday I was presidingbig task. Another Council in Brussels which was a bof our Presidency. This set was then towards the end o

two months in the office.my programme for the first stion has emerged along-Secondly, the budget ques

financing of the research side with the solving of the on the budget have been and development. Works o by the crisis, the launch influenced by cuts caused

nd by the utilization of theof the reform of science anthing is the question of fi-structural funds. The third tScience. All this together nancing the Academy of Swhich I did not originally took up much of my time w

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

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

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

Another debate has opened about the position of the Academy of Science and universities in the area of research, development and innovations. The real-ity was that at the beginning of our transformation research results at the universities were rather poor. However, this has changed dramatically and today universities contribute by a significant proportion to the performance of Czech science. While at the same time, they bring the very important added value by educating the young generation.

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

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

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

The reform we have implemented aims to bring more targeted money than institutional money.Gradually in the years 2010, 2011, and 2012 a third of the money shall be transferred from the institu-tional budget to targeted budget which will be then competed for. The methodology that was createdfor such purpose and that was prepared by a teamconsisting of scientists and experts may result in painful reduction of funds for the Academy of Science. I do not possess the data to be able to saywhether it is because of the methodology used or the real research results of the Academy. So I amcoming with a solution when we would compare theresults in related fields between the universities, theAcademy and abroad. If the data show that the Academys performance is on a comparable level with the universities then we have a mistake in theevaluation methodology which does not take some-thing into account. No one who was at the beginning of the reform had the intention to abolish theAcademy and transform it into something else. And if anything such should happen only because themethodology used says that, then we would have to be more than 100 per cent sure that the methodol-ogy describes the real quality of the research out-puts. But now, still there are no intentions to abolishthe institution.

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

The Lisbon strategy says we should invest one per cent of the GDP from public sources and additional two per cent should come from the private sector. Inreality 0.6 per cent is spent from the state budget. However, a bigger problem is the lack of private re-sources in research and development. The newly established Technological Agency will have the aimto help applied research. The principal should be if you bring 50 per cent of the funding, the state will give the other 50. The question is whether themoney we intend to allocate there will be used at all.In no way this is going to take money from the other areas of research as some of the critics claim. Onthe contrary, we need to get more money intoresearch this way.

By Filip Hubek


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

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


JUDGE RWANDA

PPhPhoto:o: Vlladidiadiad mmmrmrmm We WeWeWeisisssss


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

iodically in the Tribunal. Judges are elected perndate of one judge was At the time when the maech Republic was asked coming to its end, the Czetake part in the election whether we would like to ts assessed that a candi-process. The situation wase might have a chance. date from Central Europehe Czech Republic basedThus I was delegated by th was even asked to make on a selection procedure. I

paign in New York. The sort of an election campmeetings with individualcampaign meant to have

ntries. During those mee-electors from various couny conception and ideas tings I was presenting mycould contribute to the of the Tribunal and how I

pose it was more a diplo-panel. Nonetheless, I supprather than between indi-matic battle of the states rd two elections. We, as vidual candidates. I joine, as the candidate, lost the Czech Republic and Ijudge. The second votethe vote for a permanent which is a judge that is was for a judge ad litem ual cases. We won that being assigned to individ

public got a position of vote and the Czech Repbunal.a judge ad litem at the Trib

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

bulletin came from theIt was rather simple. A My superior knew I had Ministry to our Court. MCouncil of Europe; I could worked in committees of Crench. So they asked me speak English and some Fdure out of which I came to join the selection proce

as the winner.What was your idea of functioning of such an

international judicatory panel before you left for Africa and what was the reality then?

ience being a member of I had had certain experims or as a member of the various international team

snia. It was clear to me it assessment mission in Boify different approaches would be necessary to unfrom different countries of the individual judges fsaw such an internationaland continents. But still, I smy approach was humblebody for the first time and mespect. I studied closelyand with a great deal of reeen finished and brought previous cases that had be

When looking back, I dare to an end by the Tribunal. Wund boasting, that as the to say, however it may souch judiciary I did a good representative of the Czecpression. In comparison job and made a good impom other judiciaries the with other top judges froave to be ashamed.Czech judiciary does not h

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

perience. I made a com-It was an interesting expvantages of the Anglo-parative study of the ad

d our system some timeSaxon system of law andAnglo-Saxon system was ago. It seemed to me the AWhen I had to apply the more flexible and faster. We to a conclusion that it system in practice I camepoints as well. The judge has got a number of weak

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

What were the cases you were assigned to at the ICTR?

The cases have not been closed by a legitimate ruling yet. We decided them at the first stage and the convicts have been waiting now for the appel-late procedure. My cases were special and diffe-rent to the others in a way. Typical victims standing in front of the Tribunal are cabinet ministers, pre-fects, top civil servants, top police officers or top army officers. The first accused was a public pro-secutor. He was the only professional representa-tive of the judiciary charged and sent in front of the Tribunal. He was issuing forged warrants against Tutsis as a public prosecutor in order to gather the most important Tutsis and in no time to exe-cute them. The second case was the most popular Rwandan singer and composer who was accused of encouraging the genocide by his songs and its lyrics. Whereas in the case of the prosecutor we came to the conclusion that we had enough evi-dence to plead him guilty and he was condemned to life imprisonment. In the second case it was not proven that the singer would compose the songs already with the intention and motivation to incite to the genocide. At the end he was condemned with only one crime when he was personally en-couraging people at a public gathering with loud-hailer to go and kill the Tutsis. He was sentenced 15 years of imprisonment.

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

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

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

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

What is your personal experience and obser-vations of Africa?

I learnt that Africa indeed needs a real help. Europe and the ones leaving here often criticize things that are from their points of view absolutely marginal. No matter how tough are their lives as well as the difficult conditions everywhere aroundthem they are unbelievable optimistic and able to rejoice at any time. They value much education.They have no problem to pay for two things health care and education. Everyone who has got anymoney saves them so their kids could go to school and study.

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

At this moment I cannot say that there would be a systematic attempt to use my expertise and ex-perience. I am a member of an advisory committee of European judges. But this body meets over diffe-rent issues on the European scale. A visible result is that thanks to the articles and media coverage of my involvement in the ICTR I see an increased in-terest of my colleagues in such missions. This is very positive fact because we as the Czech Republic have good professionals to send into those bodies.My mission had positive reception and it would be good if others would build on it. The number of such tribunals is not small and there is no reason why our people could not go and do a great job in them.

By Filip Hubek


20

interview

tefan Fle Minister for European Affairs

Photos: Vladimr Weiss

An interview with ttefan Fle, Minister for European Affairrs

SWITCHING FROM DIPLOMACY TO POLITICStefan Fle (1962) has served as thhe Minister for European Affairss since May 8. He was Ambassador Extraordinary and Plenipotentiary of the Czech RRepublic to the United Kiingdomm of Great Britain and Northern Ireland betweeen20032005 before moving to Bruussels as the Ambassaddor andd Head of the Permanent Mission of the CzecchRepublic to NATO, from where he wwas called to the caretakeer goveernment. He graduated from the Faculty of Phillo-sophy, Charles University and the MMoscow State Institute of IInternaational Relations. He is the bearer of The Order of the Lithuanian Grand Duke Gediminaas, 3rd class; The Cross off Honouur of the Ministry of Defence of the Czech Republiic,1st class and The Badge of Honour off the Gold Lime Tree of thhe Miniistry of Defence of the Czech Republic.


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

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

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

A career diplomat also must not be a personn

that is uncommunicative andd reserveed. They have to be able to mix in and noot only mmake connec-tions and create networks, bbut also to retain and develop them. Whereas dduring tthe contacts and dialogues with the diploomats, ppoliticians, or businessmen of the country where yyou serve, it is important to get across something immportant, but at the same time the more importaant thing is to sensitively perceive and caarefully wwatch for the signals sent out by the otherr side.

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

Your

Documents

Prague Leaders Magazine Issue 05/2009