Brochure for Discussion Table 2023

''It is vital to strengthen the resilience of organizations beyond a survival capacity to enable long-term, sustainable and inclusive growth.''

(World Economic Forum, 2023, pg. 4)

CORPORATERESILIENCEAND

RULESFORSURVIVAL

Opening words...............................................................................................

Introduction of speakers............................................................................

Chapter 1: RESISTANCE / RESILIENCE........................................................

Chapter 1:

Chapter 2: RESILIENCE AND SUSTAINABLE WORLD................................

AND SUSTAINABLE WORLD Chapter 3: ECONOMIC RESILIENCE

Chapter 3: ECONOMIC RESILIENCE..........................................................

Chapter 4: CORPORATE RESILIENCE.........................................................

Chapter 5: SOCIAL/SOCIETAL RESILIENCE..............................................

Chapter 5:

Epilogue: The Rules of Survival....................................................................

Resources used and partners of FE TUL...............................................

Looking back at previous years....................................................................

Opening words

Perhapsineverygeneration,oratleastineverycentury,peoplehave heardnewsoftheworld'simpendingend.Eachtime,sometriedto prepareforthecomingapocalypseinvariousways.Thebiblical symbolforsalvationbecameNoah'sArk,ashipthatferriedthechosen representativesofhumanity,faunaandfloraacrossthestormywaters fromthefloodofthecorruptedworld.

IfwelookatthecurrentsituationonourplanetEarth,weare experiencinganalmostpermanentstorminmanydifferentformsin recentyears.Theoceancurrentsystemisbreakingdown,with cyclonesandtornadoesreturningtothesameplacesandappearingin newones,tropicalheatwheretherewasnone,lackofsnowwhere therealwayswas,toolittlewaterforirrigationortoomuchintheform offloods.Weseefires,hailstorms,windstorms.

Andit'snot'just'abouttheenvironment,theclimate,theweather.It's astorminsocietyandpolitics;weseeapocalypticelementsinthe worldeconomyandindividualcountries'economies.Macroeconomic indicatorsdonotbodewellfortheyearsahead.Today,theworldis plaguedbyseveralcrisesofglobalsignificance.TheRussianinvasion ofUkrainehasprecipitatedahumanitariantragedywithfar-reaching socialandeconomicconsequences.Therefugeecrisisstemmingfrom thiswarintensifiesattentiononthebroaderrefugeecrisisinvolving tensofmillionsworldwide.Moreover,thepervasiveclimatecrisisis thecontextinwhichthesedisruptionsareoccurring,theeffective mitigationofwhichwillrequireaglobaltransitiontoalow-carbon economy.Humandisplacementandtheeconomiccostsinvolvedcould becomedisruptorsofhistoricproportions.¹

Countriesarelosingtheabilitytofaceuptothechallenges,both politicallyandeconomically.Theunequaldistributionofwealthand powerisdeepening.Corruption,clientelismandbureaucracyare 'rampant'notonlyinauthoritariantotalitarianismbutalsointraditional democracies.

Moreover,themostsignificantpowerandwealthhaveshifted somewhere'abovestates'intothehandsofgroupsorindividuals whoseinterestsarehardtodiscernandwhosemoralcredentialsare unclear.

Inequalityinincome,wealth,socialmobility,health,accesstoservices andeducationalopportunitiesleadstoanunequalbasisforresilience.¹ Tomakemattersworse,humanlifeisnolongeraprivateaffairof peoplethemselves,whovoluntarilysurrendertheirlivestothetopics ofinformationandcommunicationtechnologiesandthemedia;the openspacesofhumanfreedomarefilledwithinvisiblenetworksthat preventthefreemovementofpeopleandtheirthoughts,revealtheir secretsandmanipulatetheiropinions.

Theextentofnetworksacrosstheglobaleconomy,companiesand industriesisonlypartiallyvisible.Whendisruptionsoccur,hidden interdependenciescanemergethatunexpectedlyacceleratetheir impact.¹

Anditseemsthatinthiscontext,theCOVID-19pandemicwas somehowquicklyforgottenasifitwasjustabaddreamthatnever cametrue...So,thefirstquestionisobvious,simpleandchallenging. HOWTOSURVIVE?Noonecanguaranteeoursurvival,noonewill provideitforus.Itisuptous,thesocietyinthebroadestsense,to solveit.

Whatismostneededtoovercomethestormisforittosubside.More favourableconditions,acalmerenvironment,theworld,theseaand theskyshallarrive.Butthereisalsotheneedforsolidshipsand equallyfitandhardycrewstosurvivethecurrentstormandbebetter preparedforthenext.

So,weneedtoincreaseresilienceonallsides.Weneedresilient planetarywaters,resilientshipsandresilientcrews.Andweneed clearrulesforsurvivalthatareunderstoodandtrusted,ifnotbyall,at leastbythevastmajorityofus.

Introduction of speakers

Let's introduce those who have embarked with us to help us figure out what it will take to navigate rough waters, achieve economic resilience and sustainability, and find the rules and tools for survival. Some of them know about water, some of them know about boats, and some of them know about crews.

Helena Horská is a Chief Economist and a Supervisory Board of Raiffeisenbank member. She is also an independent member of the advisory team of the Prime Minister of the Czech Republic, Petr Fiala and the National Economic Council of the Government. She was also appointed an advisory body member to the Ministry dealing with pension reform.

Helena occasionally lectures at universities and is one of the most recognised experts on monetary policy. She is also the author of numerous academic publications, including articles on inflation targeting published during her postgraduate studies at the Kiel Institute for World Economics.

She received her PhD from the University of Economics in Prague. During her studies, she won several awards, including the title of ''Young Economist of the Year 2001''.

Her presentations and performances are dynamic and engaging. Her motto is: "Fortune favours the prepared.''

HelenaHorská–Raiffeisenbanka.s.

FilipGröschl–DPDHL

SincestudyingBusinessInformaticsat theTULandUniversityofHuddersfield, Filiphasbeenactivelyinvolvedinthe benefitsofITinvestmentsinthebusiness.

Overthelast30years,hehasworkedhis wayupfromsalesreportingattheCadbury Chocolatefactory,throughthePolitical DepartmentoftheOfficeofthePresidentofthe RepublicVáclavHavel,ITILconsultinginoutsourcingtoregional managementITProcurementatDHL,thelargestlogisticscompanywith operationsinmorethan220countriesandterritories.

Recently,hehasbeenactivelymonitoringchangesinsocietyand theimpactoftechnologyintheinternationalpoliticalcontext.

ZdenkaStudená–FlexjobsConsulting

ZdenkaStudenáisthefounderof FLEXJOBSCONSULTING,withavision ofaflexibleworkculturethatimproves theefficiencyofcompaniesandthequality ofpeople'slives.

ShewasanHRDirectoratStaropramen BreweryandGlobalHRDirectorforthe CommercialOrganisationatMolsonCoorsBrewingCompany.Now,she workswithCzechcompaniesandinternationalcorporationsandhelps themsetupHRprocesses,aneffectivecooperationsystem,and remoteteammanagement.Shetrainsandconsultsremoteleadership andHRprocessesforhomeoffice,remoteteamsandnewformsof worksuchassharedpositions,etc.

Halfofher17-yearcareerwasspentinpositionsintheCzech Republicandthesamehalfinpostscoveringseveralcountriesin AmericaandEurope.BesidestheCzechRepublic,shehaslivedin Russia,BelgiumandGermany.AtFLEXJOBSCONSULTING,sheapplies herexperiencefrombothCzechandinternationalbusiness.Together withOdyssey,shefoundedTransformers.team,aplatformforsharing changeprojectsinHR.

RadkoDražil–teamTEXman

RadkoDražilisthefounderandchairman oftheTEXmanCooperative,whichcontinues thetraditionsofthetextileindustryinLiberec. Sinceitsfoundation,TEXmanhasbeen operatingasasocialenterpriseemploying peoplewithspecificneeds,mostlywithdisabilities.

Today,inadditiontothesewingworkshop,whichproduces blanketsandpillowsofuniquedesign,TEXmanoperatesafulfilment warehousefore-shopsandaworkroomwithassemblyservices.Heis along-timepromoterofsocialeconomyandsocialentrepreneurship ideas.

Lastyear,hewasoneofthemainorganisersoftheconference FORSEK'22SocialEconomyForuminLiberec.Thesecondeditionof thisconferencewillbeinOctober2023,anditwilldealwiththe themesofsustainabilityinbusinessandbusinessforsustainability.

MiroslavOpaisa1997graduateofthe FacultyofEconomicsofTUL, i.e.arepresentativeofthefaculty's firstgraduationyear.

In2021,hecompletedayearofpostgraduate studiesattheSorbonneinParisandobtained aDoctorateattheUniversityofParisEastMarnelaVallée.

HehasheldseniorpositionsincompaniesDemoautoplast,Carrier RefrigerationOperationCR,andisnowManagingDirectoratCegelec,a VINCIIndustriescompany.Hehasextensiveexperienceinthefieldof vehiclemanufacturingandprojectmanagement.

MiroslavOpa–Cegeleca.s.

Mgr.TomášVašák, lector, psycholog

Tomáš has twenty-five years of lecturing and management activities in education, psychological services and research.

He graduated in psychology at the Faculty of Arts of Charles University. He continued his studies in cognitive psychology with a focus on decision-making in the real world and demanding environmen at City University London.

His training, teaching practice and coachi psychology of decision-making, communicat organisations, and management psychology

His research interests are in naturalistic and intuitive decisionmaking. He is interested in solving issues related to human errors concerning decision-making and actual actions.

He is a member of organisations such as the European Association for Decision Making, The Society for Judgment and Decision Making, and The London Judgment and Decision Making group. He has received training in existential psychotherapy and logotherapy.

PetrDovolil

PetrDovolilisamemberofthePresidium oftheCzechBusinessCouncilfor SustainableDevelopment(CBCSD).

HerepresentsPwCintheCBCSDandhas beenanESGManagerandSeniorConsultan since2021.

Hehasover23yearsofexperienceinpu institutions,publicprocurementandsustaina andabroadonprojectsfortheEC,EBRD,EIB

Chapter 1: RESISTANCE/RESILIENCE

In the first chapter, we will briefly anchor basic resilience concepts using a couple of statements. Similarly, we will continue in the following chapters. This text is not prepared as expert research but as a stimulus for discussion.

Resilience, in general, should be understood as the ability to cope with adversity, to withstand shocks, and to continuously adapt and accelerate when disruptions and crises occur over time.²

Resilience has been described as the ability to recover quickly, but recovery alone is not an adequate goal.¹

A static view of resilience is that it represents the ability of a system to maintain function even when a shock has occurred.

On the other hand, a dynamic view of resilience is the ability and speed of system recovery.³

Each system can be described as an essential balance of all its components. The resilience of a system is its ability to return to this equilibrium after a disturbance.⁴

RESILIENCE (sometimes referred to as "safety", but not merely) is the ability to respond successfully to current (acute) and long-term disruptive (chronic) events.⁵

Whatdoyoumeanbyresilienceingeneralterms?

Howtoachieveit?

Howcanweforcethesystemtobecomeresilient?

Howdoweconvincepeopletowanttoberesilientandbecome resilient?

¹WorldEconomicForum,McKinsey&Company,2022

²KaplanH.B.,2005

³AdamRose,2017

⁴PeterJ Burgess,2022

Chapter 2: RESILIENCEANDASUSTAINABLE WORLD

The current era¹ is increasingly defined by the interplay of complex disruptions with their diverse origins and long-term consequences. Institutions are not fully prepared for the new reality, often responding to each disruption separately. Resilience is a widely used term covering many aspects of organisational health and operations within governments, public foundations, corporations, and financial institutions.

The concept of enduring resilience also relies on the ability of all groups in society to move forward in the same way after the upheaval, making inclusiveness a fundamental issue for a sustainable world Resilience strategies must be linked to policies that promote inclusive growth so that it does not become a mechanism for separating the resilient from the nonresilient.⁴

Growth is sustainable when it promotes the health and restoration of the natural environment; it is inclusive when it meaningfully improves the livelihoods of broader population segments.⁶ Sustainability⁵ is about ensuring long-term relative balance (stability) between the three main pillars (domains): the economy, the environment and society (profit, planet and people). Inclusive economic growth is fairly distributed across society and creates opportunities for all.⁷

Sustainable, inclusive growth depends on societies, economies and companies that build resilience across a network of seven subjects: Climate, Food and Energy; People, Education and Organisational Resilience; Healthcare; Sustainable Economic Development; Trade and Supply Chains; Digital Resilience, Trust and Inclusion; and Finance and Risk Capacity. Business, economic and social resilience are interlinked.¹

Ifitconcernseverythingandeveryone,whoistobethemainguarantor whowillkeepthebalancebetweentheinterestsofthoseinvolved (includingwithintheplanet)?

Shoulditbeasupranationalorganisation,nationalleadersorexpertsin particularfieldswithinternationalauthority?

Howdoweavoidthepromotionofparticularinterestsofindividualgroups?

Chapter 3: ECONOMICRESILIENCE

Economic resilience can be defined as the ability of an economy to reduce its vulnerability, withstand shocks and recover quickly. It can be strengthened by leveraging the role of policies that mitigate both the risks and consequences of severe crises.⁹ From a policy perspective, it is therefore important to understand the factors that condition a country's resilience to adverse shocks, i.e. the ability to eliminate potential vulnerabilities, reduce the likelihood of crises and increase the capacity of the broader economy to cope with shocks.⁸

Economic resilience means efficiently using resources over time to invest in repairs and reconstructions, including accelerating the process and adapting to changes. A static view of economic resilience emphasises the efficient use of the remaining resources at a given time to produce as much as possible.

A dynamic view of economic resilience emphasises, besides resource efficiency over time to invest in repairs and renovations, also speeding up the process and adapting to changes.³

Reducing financial vulnerability and strengthening economic resilience in high private debt requires an integrated policy approach ¹⁰

Structural reforms that support better public finances would not only reduce the risk and cost of crises but also promote stronger and more inclusive growth.¹¹ Economic resilience is a dimension in the conceptual framework of resilience (other dimensions are social, natural, physical and institutional) and is a key factor in assessing the security and stable development of regional economies.²

Institutional and political factors help shape the evolution and development of socioeconomic systems and are key to regional economic resilience.¹³

Regional integration is an effective pathway for coordinated regional development, and economic resilience is a manifestation of economic security and stability, both key factors for sustainable development.¹⁴

Iseconomicresiliencepurelyinthehandsofpoliticians?

Arethereotherthanpoliticalinstrumentsthatwouldmakeitapublic interest?Arethedifferentpoliticalsystemsreadyforit?

Willpromotingstepsforeconomicresiliencebeunderstoodbyordinary people?Andwhataboutthosewhoeitherdonotunderstandordeliberately ignorethecommoninterestconcept?

Chapter 4: BUSINESSRESILIENCE

Itisessentialtostrengthentheresilienceoforganisationsbeyondsurvivalto enablelong-term,sustainableandinclusivegrowth.⁶

Businessresilienceistheabilityofacompanytowithstandhostileforces,manage adversesituationsandovercomecrises¹⁵Businessresiliencedescribesan organisation'sabilitytorespondandadaptquicklytodisruptionsorsignificant, unplannedchangesthatcouldthreatenitsoperations,people,assets,brandor reputation.Anorganisationcanabsorbstress,recovercriticalfunctionsandthrive underchangedconditions.Inshort,itbuildsorganisationstoprepareforanything. Thecurrentdebateonresilience¹isstillcharacterisedbydifferencesin interpretationandtheopacityoftargets,measurabilityandareasforaction.A commonresilienceframeworksimilartotheESGwouldprovideorganisationswitha commonlanguage,structureandresilienceobjectives.ESGcanbeseenasatoolcomplianceforsustainablebusinessenvironmentalpolicy(E),socialresponsibility (S)andcorporategovernance(G)throughoutthesupplyanddemandchain.Likethe ESGframeworks,theresilienceframeworkhereisdesignedtohelpleadersoverlook immediatefinalresultsandshort-termfinancialgoals.The'muscle'ofresilienceis strengthenedthroughthreekeyactions:preparation(designingflexibilityinto productsandprocesses,buildingbuffersandmaintainingnetworks),perception (detectingacurrentdisruption,quicklyuncoveringitsextentandimplications,and defininganappropriateresponse),anddrive(ensuringanimmediateandeffective responseandrapidescapefromthedisruption)

Businessresiliencevsbusinesscontinuity:Businesscontinuityistheabilityofan organisationtodeliverproductsandserviceswithinacceptabletimeframeswith predefinedcapacityduringdisruptions(www.cisco.com).Businesscontinuity managementaimsto¹⁶:

Createstandardisedcontingencyplans

Reducefinancialandotherlossesduringserviceinterruptions

Guaranteeenforceablewarrantiesandthefastestpossibledisasterrecovery Buildclear,structuredandinterlinkedBCMplans/procedures/procedures

Thewiderapplicationoftheenvironmental,socialandgovernance(ESG)standards withintheirorganisationswillalsohaveasignificantimpact.⁶

Arethebusinessesthemostresilientcomponentofoverallresilience?

Aretheinstitutionsbestpreparedforfurtherdisruptionsofanynature?Can theymeasuretheirresilience?

Dotheycommunicatewiththestate,executive,andadministrationinthis direction?

Dothesubordinatesoftheenterprises'managementunderstandwhy resilienceneedstobestrengthened,anddotheytaketheappropriate measuresastheirown?

Chapter 5: SOCIAL/SOCIETALRESILIENCE

Theconceptofresilienceoriginatedinthenaturalscienceswhenthetermwasused todescribetheabilityofmaterialstonotbreakunderthepressureofanexternal forcebuttobend,absorbthepower,adapttotheconditions,andreturntotheir originalstate-oratleasttoashapeandstateassimilaraspossibletotheoriginal one-whentheexternalforceceasestoact.Thetimeittakestoreturntotheoriginal formisameasurableindicatorofresilience.Thisphenomenonisalsoinherentin humans.

Inpsychology,resilience(fromLatinresilire,tobounceback)istheabilitytoresist adversity,copewithanadversesituation,andovercomecrises.Itmeansthe psychologicaltoughness,theindomitabilityofanindividual,theabilitytocopewith the'woundsoffate',tolivewellandactdespitebiological,psychologicaland psychosocialdevelopmentalrisks.

Insociology,resiliencereferstotheabilityofasocialsystemtoabsorborwithstand disturbingstimuliorstressessothatthesystemremainsinthesamestateand retainsitsstructureandfunctions.Itdescribesthedegreetowhichasystemcan self-organise,learnandadapt.

Forsocialsystems,resilienceisfastbecomingapoliticalissue Itisaquestionofwho needstoadapttothenewconditionsthattheshockhasbroughtandwhoneedsto changetheirlives Societalresiliencehasevolvedfromthiscriticalandsensitive issue,replacingsocialresilienceinsomecontexts.

Societalresiliencereferstotheresilienceofsocietyasawholeratherthanspecific individualsorgroups.Itreferstosocieties'differentvaluesandtraditions:their customs,languages,religiousandspiritualheritage,ethnicdifferencesandmuch more.⁴Thiscost-of-livingcrisishighlightstheimportanceofdesigningdurable modelsofsocialprotectionfornon-standardemploymentandtheinformaleconomy thatprovidesecurityandpromoteresilience.⁶

Socialjobsincare,educationandhealth-playavitalroleinsocialwell-being,enable socialmobility,providehumancapitalandstrengthensociety'sresilience Asthe worldfacesagrowingandageingglobalpopulation,theimportanceofsocialjobswill undoubtedlygrow⁶

Resilience,flexibilityandagilityrankedthirdamongthemostimportantemployee skillsafteranalyticalandcreativethinking.⁶

Aren'tweaskingtoomuchofpeople?

Doesthestatewantresilientcitizens?Doestheeconomywantfinancially resilientproductcreators?Docompanieswantresilientemployees?

Howaretheysupposedtoresistblowsfromallsidesinaclimateofgeneral panicsignificantlysupportedbythemedia?Howaretheytofindresilience withinthemselves?Howtostrengthenit?

Epilogue:The Rules for Survival

During our discussions, resilience in its various forms and domains was assessed as one of the fundamental characteristics of people, businesses and public entities. These systems can help overcome the contemporary world's obstacles and will probably increasingly struggle with them.

Whatprinciplesdoyousuggestforsurvival?

Whatdoyouthinkshouldstrengthenourandyourresilience?

Howdoyouenvision''your''sustainableandinclusivegrowth?

Notes:

¹ WorldEconomicForum,McKinsey&Company,2022

² KaplanH.B.,2005

³ AdamRose,2017

⁴ PeterJ.Burgess,2022

⁵ PwC,2023

⁶ WorldEconomicForum,McKinsey&Company,2023

⁷ OECD,2023

⁸ AidaCaldera-Sánchez,etal,2015

⁹ AidaCaldera-Sánchez,etal,2016

¹⁰ OECD,2017

¹¹ BorisCournèdeetal,2015

¹² Ribeiro,PenaJardimGonçalves,2019

¹³ Zhaoetal.,2021

¹⁴ YiFengetal,2023

¹⁵ BørgeBrende,BobSternfels,2022

¹⁶ ISO22301BusinessContinuityManager

Doyouknowthat...

a recording of this year's discussion table will be available on our YouTube channel, where you can also find recordings of previous years?

Year 2022:GREEN(for)FUTURE

JHow do social, environmental and economic issues connect across their spectrums? Themes included globalism, planetarism, sustainability and liveability

YEAR 2021: LIDIvDIGI

- The hybrid world of work as a new opportunity? - Where is the place for talent in the digital age? - Is saving routine work through RPA/IPA space for creativity? - Managing and sharing knowledge in an online environment-