Complementary health insurance is divided between the internal market (market principles) and social dimension, wherein the state has an extremely difficult task, as it must create the conditions necessary for the fair and efficient functioning of the health care financing system. Slovenia has failed to successfully accomplish this task, which consists of both ensuring the social dimension and also facilitating the operation of market principles. The aim of this article is not on the functioning of market principles, which are covered by the field of economics, but is instead on analyzing the dichotomy between the internal market (the rules that govern the functioning of the internal market) and the social dimension (the rules that enable the exercise of the social function), and, in this light, analyzes the legal regulation of the Slovenian complementary health insurance. Analysis of the legal regulation highlights the shortcomings in ensuring the social dimension, shortcomings which are, with the help of the measures proposed in the concluding section of the article, remedied by the author.
Commission to the European Parliament, the Council and the European Economic and Social Committee, The internalmarket for goods: a cornerstone of Europe’s competitiveness, Brussels, 14.2.2007, COM (2007)35 final, http://eurlex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:52007DC0035&from=EN. 7. Consolidated version of the Treaty on the Functioning of the European Union, Official Journal of the European Union, C326/51, 26.10.2012, http://eur-lex.europa.eu/resource.html?uri=cellar:2bf140bf-a3f8-4ab2-b506-fd71826e6da6.0023.02/DOC_2&format=PDF. 8. Council Regulation (EC) No
Fifteen years of Poland’s accession to the European Union (EU) raises a question about the current state of integration, particularly with regard to one of the basic elements of economic integration, namely, free movement of services. The purpose of this research is to examine the changes that have occurred since Poland’s market integration into the EU internalmarket for services after 2004 considering the legal regulations adopted, especially the Services Directive, aimed at achieving the full potential of the services markets by removing the
Parliament and of the Council of 4 November 2003, concerning certain aspects of the organisation of working time, Official Journal of the European Union, https://eur-lex.europa.eu/legalcontent/EN/TXT/PDF/?uri=CELEX:32003L0088&from=EN . 10. Directive 2014/67/EU of the European Parliament and of the Council of 15 May 2014 on the enforcement of of Directive 96/71/EC concerning the posting of workers in the framework of the previsions of services and amending Regulation (EU) No. 1024/2012 on the administrative cooperation through the InternalMarket Information System (the
Completion of the Common Internal Market of Recycling in the EU - Position of New Member States
In the paper will be presented the analysis of ecological competitiveness in the EU ("old" and "new" Member States) recycling market within the process of the establishment of common standards related to the Prevention and Recycling of Waste. The paper examined advantages of common standards for Europe from the point of view of the completion of the common internal market of recycling within the EU Strategy promoting the sustainable growth.
THE IMPACT OF LANGUAGE ON BUILDING THE
INTERNALMARKET: THE CONSUMER TRANSACTIONS
On 25 October 2011, after 3 years of negotiations, the European
Parliament and the EU Council published a new directive on consumer rights1
that must be implemented into Member States’ legal systems by 13 June 2014.
The scope of the new rules will cover nearly all types of sales contracts
including those concluded in shops, via phone, catalogue sales as well as “door-
step” sales. The new catalogue of
Objective: The article’s purpose is twofold: 1) to demonstrate how a corporate culture influences an enterprise’s success, and 2) how important it is to follow its values throughout the business down to each individual employee.
Methodology: The study shows how the structure of a business and its success are affected by being family-owned company. The paper is based on expert individual semi-structured in-depth interviews with selected board members as well as the Chief Operating Officer (COO) of a foreign subsidiary.
Findings: The findings illustrate how the guidelines set up by the mother company affect daily activities. Furthermore, the results indicate how the company’s objectives are accompanied by the defined corporate values, and how they are transferred to the management team and each employee.
Value Added: The study, which is rather of a practical nature, proposes some management rules applying to the daily work of the Board, the COOs and the units abroad. This policy gives an insight how the family enterprise communicates its values and beliefs in order to maintain definite working practices around the world.
Recommendations: The paper gives an insight into the international market challenges for family-owned businesses, using August Storck KG as an example. In any firm, corporate culture should be built on stable and timeless values repetitively displayed, reflected in all activities and internalized by the entire team. The key is the need to connect the company’s goals with the values resulting from being a family business. Consequently, employees have a great interest in a positive development of the firm and hence give their best working expertise to ensure it.
The Global Financial Crisis and the Problem of Iceland's Membership in the European Union
The article is an attempt of showing how the global economic crisis has influenced the Icelanders attitude towards the European Union membership. The possible consequences of the accession for Iceland and the European Union as well are also presented. It was untill 2008 that the Icelanders had not considered the matter of European Union membership, the more so the prospect of adopting the euro. It turns out that the global economic crisis, which affected the Icelandic economy really badly, changed the goverment's and Icelandic society attitude towards integration with European Union to a large extent. In July 2009 Iceland officialy applied for the membership in the European Union. However, it turned out quickly that the fears about securing the crucial sectors of Icelandic economy in the future accession treaty are beginning to dominate.
Protection: Theory and Practice. Cambridge: Cambridge University Press, 2012. s. 336-353 ISBN 9781107013018. 5. Micklitz, H. W. et al. (2010) Consumer Law: Ius Commune Casebooks for a Common Law of Europe. Oxford: Hart Publishing, 2010. 688 s. ISBN 978-1841137490. 6. Monti, M. (2010) Nová stratégia pre jednotný trh v službách európskeho hospodárstva a európskej spoločnosti. [online]. [cit. 2015.08.08] Dostupné na internete: <http://ec.europa.eu/internal_market/strategy/docs/monti_report_final_10_05_2010_sk.pdf>. 7. Procházka, R. - Čorba, J. (2007) Právo Európskej únie