This paper analyzes the state of corporate sustainability in the Czech Republic compared with world trends, including case studies of best practices. Corporate sustainability has developed from ad hoc activities dominantly focused on cost-cutting or corporate image improvements to strategic issue requiring the attention of corporate boards and top management. The development of sustainability as an integral part of corporate existence comprises of the following managerial implications: strategy, collaboration, and implementation. The strategic component requires mission reformulation, strategy rede nition and involves the board and top managers' broader thinking, leaders capable of open mindedness, and creativity. The collaborative component calls for intensive collaboration and communication with all stakeholders, including association with avant-garde partners, such as, NGOs, regulators, universities, and competitors. The implementation component addresses the need for high quality change management programs.

. I n t r o d u c t i o nGlobal competition is forcing companies to realize that their success is widely depending on talented people of any nationality, age, race, and gender. In this article I will focus on the role of women in the corporate world, because women represent half of the population and nearly half of the active workforce. Their role in the international business world, however, is still insignifi cant. Although we can see some improvement over the past 20-30 years, top corporate positions are still dominated by men.Method: I use an analysis based on secondary research data from both internationally and nationally respected researchers and institutions. . Wo m e n a t t h e To pThe world is becoming more favorable to women in leading positions -both state and corporate ones. "Of the 47 women who have served in their country's highest political leadership position -as either president or prime minister -more than two-thirds have come into offi ce in just the last decade, and all but seven are the fi rst woman their country has ever selected." (Adler, 2002) When considering women's infl uence on the international business world, we have to look where women are present in strong and infl uential positions. The role of women is becoming stronger. "Women in the 90's hold less than 3 per cent of the most senior management positions in major corporations in the US and less than 2 per cent of all senior management positions in Europe." (Adler, 2002) Recent research shows that 8% of Board seats on average are held by women across Europe (European Professionals Women's Network, 2004). * Vysoká škola ekonomická v Praze, Fakulta mezinárodních vztahů (zkreckova@yahoo.com).

Relationship of Gender Gap, Competitiveness and Sustainability of EconomyPosition of the Czech Republic in International ComparisonThe article examines the relationships between selected gender and economic indicators of chosen countries (OECD countries, EU countries, associate members of OECD and high-income countries) and evaluates situation of the Czech Republic in international comparison. Gender indicator values for the Czech Republic were compared both within the time period (years 2006-2014) and with summary statistics for the EU countries. Further, based on four subindexes of the global gender gap index (GGI), similarity of the Czech Republic and other countries in time comparison were expressed. Multidimensional scaling and cluster analysis were applied for graphical expression of relationships of the high-income and EU countries. Positive correlation of indicators refl ecting women participation in political and economic life was identifi ed in the OECD countries. Moreover, gender equality and the competitiveness, sustainability of economies and GDP per capita positively correlate in the group of these countries. Gender equality in the Czech Republic is very weak in an international comparison and demonstrates a deteriorating trend.

ÚvodDospìli jsme do doby, kdy rùst spoleèností je z velké míry produktem kreativního a technologického pokroku. Spoleènosti, které chtìjí dominovat svému odvìtví, musí dokázat pøilákat talentované zamìstnance a udr et si je. Jistý nedostatek talentù se objevil u v nìkolika posledních letech a letos stejnì jako v letech nadcházejících tato bitva ještì nabude na intenzitì.Mezinárodní prùzkum pro spoleènost Corporate Executive Board v roce 2006 zjistil, e 62% vedoucích mana erù lidských zdrojù má obavy z celofiremního nedostatku talentù. Boj o talenty se dostane na pøední místo firemních agend všude, ve všech odvìtvích -od technologicky málo nároèných a po hi-tech obory -i ve všech státech -od tìch bohatých a po rozvojový svìt. Spoleènostem u nyní trvá déle, ne svá volná místa obsadí. A èasto se jim podaøí získat pouze druhoøadé zamìstnance.Cílem tohoto pøíspìvku je analýza základních pøíèin nedostatku talentù a zároveò snaha najít mo ná øešení této situace. Z metod vìdecké práce jsem pou ila logické metody, analýzu a syntézu. Základní pøíèiny této situaceMezi základní pøíèiny této situace patøí nárùst "nehmotných aktiv", stárnoucí populace, vyèerpaná a demoralizovaná pracovní síla, nesoulad mezi vzdìláním a firemními potøe-bami a nedostatky v øízení talentù. "Nehmotná aktiva"Nehmotná aktiva, od kvalifikované pracovní síly po patenty a know-how, pøedstavují více ne polovinu tr ní kapitalizace amerických veøejnì obchodovaných spoleèností, tvrdí prof. Baruch, New York State University. Poradenská spoleènost Accenture odhaduje, e objem nehmotných aktiv vzrostl z 20 % hodnoty spoleèností v S&P 500 v roce 1980 na 70 % v roce 2006. Poradenská spoleènost McKinsey dospìla jiným zpùsobem k podobné-mu závìru. Za posledních 6 let vzrostl v USA poèet zamìstnání, která vy adují vysokou úroveò úsudku, tøikrát rychleji ne zamìstnanost obecnì. V rozvinutém svìtì stárne populaceOd roku 2008 se z trhu práce zaène vytrácet kvalifikace a zkušenosti. Prvním pøísluš-níkùm z generace populaèní exploze (Baby-boom generation) bude 62 let, co je ve velkých rozvinutých ekonomikách v Severní Americe, Evropì a Asii prùmìrný vìk odchodu 70

The article analyzes Shared Value (CSV) implemented projects by regions, social issues, and industries that are involved in pursuing the CSV concept. Project preferences by region show South America, Central America and Caribbean, Global scope and Africa as key targets of CSV projects, followed by North America and Asia. Europe, both Western and Eastern, is at the edge of interest with only several projects implemented. Project preferences by industry clearly show that companies capitalize on their strengths and professional focus. Analyzed Shared Value projects proved simultaneous value to a wide range of corporate stakeholders by creating new products or services, rede ning productivity in the value chain or enabling local cluster development. Given the strategic nature of CSV projects, top management initiative is necessary. Numerous worldwide proven Shared Value business cases could serve as inspiration for Central European leaders in creation of their future strategies. Successful CSV projects implemented in the Czech Republic are mentioned.