STATUTES AND CHARITABLE AMBITIONS OF THE FOUNDATION
The foundations‘ business operation and Statutes are recognised and acknowledged by the supervising commissioner of the District Council Duesseldorf
as well as the finance office.
All yearly financial statements were accepted by the authorities without complaint; receipts to donations can be given.
Our main objective, as our preliminary introduction states, lies within ‘the support of small to medium business management skills, running a self employed business be it craftsmanship or retail industries, to help develop the individuals national community’.
It is especially meant to counteract the discrepancies between average incomes of home nations to neighbouring nations, such as Germany, but also to reinforce a solid middle class within a country.
To this aim other areas of active support may follow, but our first incentive is to support (small and medium business) management skills to let businesses
grow successfully within a healthy competitive environment.
It sounds almost paradox but only at first sight:
Running a profitable business in the interest of national charity.
ORIGIN OF FUNDS
The foundations capital investment came from the founders gifted shares of the Stroch-Ciret Holding Company.
The yearly budget is, thus, mainly determined by the amount of the capital dividend of those shares.
Any additional funds and donations are very welcome.
HISTORY OF THE FOUNDATION
The foundation was set up in 2006.
The following years saw the capital fund raised by additional donated shares.
The Storch-Ciret Holding Company is also planning to donate further shares in future.
HORST ROGUSCH, THE FOUNDER AND CHAIRMAN
Horst (-Werner) Rogusch was born in 1948 in Hannover.
He is major shareholder and chairman to the board of Storch-Ciret Holding GmbH situated in Wuppertal. The Group globally employs around 1,500 workers in 27 production and trading firms, producing high quality painting tool systems. The company's products are leading throughout the European market (www.storch-ciret.com).
Finishing school in Wuppertal with an university-entrance diploma, followed by an apprenticeship in industrial business management with Wuppertal-based company Vorwerk + Co. he finished his Masters studies with a PhD in Economics including an abroad scholarship at the Graduate Institute for International Studies in Geneva, followed by a job as Assistant to Professor Wolfgang Stützel in Saarbrücken. In 1976 he took over the majority of shares as managing director in third generation of a then flailing family business, parent to the firm's group today. Horst Rogusch managed to sixtyfold the yearly turnover in his time.
In 2006 he established the Horst Rogusch Foundation, of which he is the chairman.
Horst Rogusch is an active member of the Lions Club Wuppertal-Mitte, as well as member on the boards of some other organisations.
He has a keen interest in classical music, historical backgrounds and plays golf.
ECKHARD KEHREIN, THE MANAGING DIRECTOR
Eckhard Kehrein was born in 1951 and is father of 3 adult children.
For over 25 years he has worked as self-employed business consultant, trainer and coach.
Following an apprenticeship to become a chef and kitchen master he went to evening school to finish with an university-entrance diploma, followed by a Master in nutritional Sciences at the University of Bonn. Afterwards he filled different managerial positions in German and European companies.
In 1992 he established Kehrein Business Consulting, mainly focussing on conception, planning and advising petrol and service stations along the motorway.
True to his personal aim of life-long learning he invested into additional professional development at “Management Zentrum St.Gallen“, with Dr. Reinhard Sprenger,at “Rationalisierungskuratorium der deutschen Wirtschaft“ and “HelfRecht Zentrum planning methods of entrepreneurship“.
He also attended further courses in mediation, coaching and conflict coaching in Munich, Innsbruck and Zürich.
Since then Eckhard Kehrein has mainly worked as consultant to small to medium family businesses, analysing company succession, future potential and team development as well as continually optimising processes.
Since 2011 he has been working for the Horst Rogusch Foundation, establishing seminars for business start-ups in Lviv, Ukraine.
He is interested in Natural Science, history and psychology.
ECONOMIC COMPETITION AND DEMOCRATIC TRADE
Democratic trade is at the heart of our ambitions.
The foundation does not and will not operate in countries or regions which fail to commit to these basic conditions of trade.
Economic competition means taking action against building up monopolies and cartels.
Democratic trade is only possible in countries with legitimately voted parliament, able to control or, if necessary, exchange the executive power.
AVOIDING NEPOTISM AND CORRUPTION
The foundation’s goals can only be realised in a political environment well aware of the damages nepotism and corruption cause to a developing national community.
Small and medium entrepreneurs usually recognise the importance of fair competition within a positively developing national community much more than other participants in this economic process.
Thus, the support of this basic conviction and “sustainable entrepreneurship” support each other in a special way.
SIGNIFICANCE OF A LEGAL SYSTEM
Any long-term successful economy is based on an uncorrupted legal system.
All measures needed to be taken to reach the state of a healthy, incorruptible and professionally run legal system are thoroughly supported by the foundation.
IMPROVING COMPETITIVENESS BY EDUCATION
National and international competitiveness thrive at the most when sufficient people are well educated, be as an entrepreneur or in any other profession.
Efficient education produces the cornerstones to competent entrepreneurship.
The foundation’s funds are used in ways to support necessary steps to educate, train and develop people to achieve general professional qualification.
EQUAL, MORE „JUST“ DISTRIBUTION OF INCOME
The discrepancies in income per capita between (in particular) neighbouring countries, but especially also within a country, are in various kinds leading to many problems and (even violent) conflicts.
Facilitating and encouraging small and medium businesses helps to balance out these differences.
Only at first it seems paradox, that commercial gain, within the small and medium business sector, should lead to a more just and equal distribution of wealth.
MEANING OF THE TERM „ENTREPRENEURSHIP“
Within the before mentioned conditions business management skills are the most important catalyst to develop ailing national communities.
Whoever wants to manage a small to medium business successfully, be it as a craftsman, a retailer or in other service areas, needs to exhibit certain dynamic and energetic attitudes.
„Self-responsibility“ as the most important quality, next to the capability to make „realistic judgements from a personal basis as well as taking market based decisions into account”, are the key skills called for and are, therefore, at the focus of our training.
MEANING OF THE TERM „SUSTAINABLE “
Mostly used in ecological terms, sustainability is of course also of great economic significance.
It cannot be in the interest of the foundation to create ephemeral existences. Instead, it concentrates on people driven by the idea of self-realising entrepreneurship. It conveys that the most important prerequisite to a business idea is to be substantially successful in the long term.
Implicitly this calls for good ‘self-analysis skills’ and ‘self-responsibility skills’.
THE FOUNDATION AS ROLE MODEL PASSING ON KNOW HOW
As funds are limited, the Horst Rogusch Foundation itself practises ‘sustainable entrepreneurship’, concentrating on projects in a single city within a country worth of support: Lviv (Lemberg),Ukraine.
Lviv has already proven its investment in sustainable infrastructure, avoiding a danger of focuslessness, all too often the source of management failure.
FURTHER REQUIREMENTS FOR SUSTAINABLE SUCCESS
The Horst Rogusch Foundation counts their seminars and workshops, coaching/ mentoring lessons of especially younger people suitable for entrepreneurship as their most valuable asset.
Nevertheless, the foundation also supports craftsman or commercial apprenticeships within a healthy political environment in countries with a functioning legal system acting against corruption and nepotism.
LONG TERM GOALS
Synergies with other organisations planning towards a similar field are very desired. With regards to Lviv the foundation’s aim is to secure the running of further strategically developed seminars but with local teachers taking over.