Collective Redundancies in the Czech Republic: Rules, Steps and 2025 Changes

Mgr. Jan Pavlík
Mgr. Jan Pavlík
27.5.2026 | ARROWS law firm

Collective redundancies (referred to in Czech legislation as mass redundancies) are, both legally and procedurally, among the most demanding steps an employer can take in the Czech Republic. They affect not only dozens to hundreds of people, but also the company’s reputation, the risk of inspections by the Czech Labour Inspectorate, disputes with employees, and potentially even the blocking of future transactions. This article clearly summarises when the collective redundancy regime applies to you, what your step-by-step obligations are, what the most common mistakes are, and how to set up the entire process so that it is lawful, predictable, and commercially manageable. We rely on the current wording of the Labour Code, in particular Sections 52 and 62–64, and related regulations, including a significant change to the rules on notice periods effective from June 2025.

The illustrative image shows a lawyer discussing the topic of collective redundancies.

What collective (mass) redundancies are and when they apply to you

In practice, the term “collective redundancies” is commonly used to describe a situation where an employer dismisses a larger group of employees at once. In Czech legal terminology, however, the term mass redundancies is used, which is precisely defined in Section 62 of the Czech Labour Code.

Under this provision, it means the termination of employment relationships within a period of 30 calendar days on the basis of notices of termination given by the employer for the reasons set out in Section 52(a) to (c), i.e., for organisational reasons.

The basic condition is not only the reason for termination of employment, but also the number of affected employees. Mass redundancies occur if, within the specified thirty-day period, employment is terminated for these organisational reasons with at least 10 employees where the total headcount is 20–100 employees, with 10% of employees for employers with 101–300 employees, or with 30 employees for employers who employ more than 300 people.

The mass redundancy regime does not apply at all to smaller employers who employ fewer than 20 employees, even if they were to dismiss all of their employees.

The method of termination is also legally relevant. The basic definition is based on notices of termination given by the employer. However, if at least 5 employees are given notice within the monitored period, employees whose employment was terminated by agreement for the same organisational reasons are also counted for the purposes of reaching the mass redundancy quota.

This means that a combination of notices and agreements may trigger the mass redundancy regime, even though the same numbers of employees would not fall under the regime if the employer proceeded solely by “agreements”.

It is important to emphasise that collective (mass) redundancies are not a special method of terminating employment, but a special procedure that applies when the statutory quotas and reasons are met.

Employment is still terminated by standard legal acts, i.e., by notice or by agreement; only additional employer obligations towards employee representatives and the Labour Office apply to these acts.

From a business perspective, it is crucial for management to correctly assess whether the planned changes in the company already fall under the mass redundancy regime. An incorrect assessment may lead to the employer launching a reorganisation without completing the mandatory notification and consultation steps.

Subsequent “catching up” on formal obligations typically increases tension within the workforce, complicates negotiations with trade unions, and opens the door to challenges to the validity of individual notices of termination.

For this reason, the attorneys at ARROWS advokátní kancelář often become involved with clients already at the planning stage, to set the timeline and legal framework for the planned measures together with management so that the company avoids unintended impacts of the mass redundancy regime or, conversely, applies this regime correctly and safely.

Decisive number of employees and the thirty-day period

In practice, it is often underestimated how the law works with the time period of 30 calendar days. This is not a calendar month, but a rolling thirty-day period, which is always assessed retrospectively from the specific date on which the notice or agreement is executed. Moreover, the threshold number of employees is assessed as of the day preceding the day on which the first notice was given in the given wave.

This means that, for example, if an employer with 250 employees plans to dismiss twenty people in January and ten people in February for organisational reasons, it must carefully monitor whether these dismissals “fit” into one rolling thirty-day period.

If, within 30 days, for example 25 employees were dismissed in a company with 250 employees, the mass redundancy regime is triggered because the threshold of 10% of employees is reached.

It is also important that only terminations of employment for reasons under Section 52(a) to (c) of the Czech Labour Code are counted towards mass redundancies.

Employees whose employment was terminated, for example, for serious breach of duties, for a long-term loss of medical fitness unrelated to the performance of work, or at the employee’s request, are not included in the quota.

For a correct calculation, it is therefore essential to precisely classify the reason for termination of employment in each individual case.

Reasons under Section 52(a) to (c) of the Czech Labour Code

The collective redundancy regime applies only if employment relationships are terminated for so-called organisational reasons under Section 52(a) to (c) of the Czech Labour Code.

Under letter (a), the law allows notice of termination where the employer or part of it is being wound up.

This typically concerns situations where a company ceases operations, closes a particular branch, plant, or organisational unit. The winding up of the employer or part of it is a legal and factual act that results in the given organisational unit no longer needing employees.

Under letter (b), the reason is the relocation of the employer or part of it. This applies, for example, if a plant is moving to another city and employees are unwilling or unable to accept the move.

Here, it is necessary to carefully assess whether this is truly a relocation of the employer or part of it within the meaning of the law, or merely a change of the place of work within the agreed type of work and place of work in the employment contract.

Under letter (c), redundancy of an employee is regulated as a result of a decision of the employer or the competent body to change its tasks, technical equipment, to reduce the number of employees in order to increase work efficiency, or due to other organisational changes.

A decision on an organisational change is a unilateral internal act of the employer; as a rule, the court does not review it, but it does review whether there is a causal link between this decision and the redundancy of the specific employee.

From the perspective of evidence in a potential dispute, it is essential that the employer properly documents the decision on the organisational change and that the notices of termination contain a specific factual description of the reason so that it cannot be confused with another reason.

For this reason, the attorneys at ARROWS advokátní kancelář typically prepare for clients not only the wording of notices of termination, but also the internal decision on the organisational change, including the rationale and the link to individual positions, so that the causal link is defensible in the event of court proceedings.

Most common questions about the definition of collective redundancies

1. Do I have to deal with mass redundancies if I am dismissing more people, but for different reasons?
If some employees are affected for organisational reasons under Section 52(a) to (c) and others for different reasons (for example, breach of duties or health reasons), only those employees whose employment ends for organisational reasons are counted towards the mass redundancy quota.

2. How are termination agreements counted?
If, during the monitored period, at least 5 employees are given notice for organisational reasons, the headcount for collective redundancies also includes those employees with whom, in the same period, an agreement to terminate employment was concluded for the same organisational reasons.

3. Do collective redundancies also include the termination of fixed-term contracts?
The termination of employment upon expiry of the term agreed in the employment contract is not counted towards the thresholds for collective redundancies, because it is neither a notice of termination nor an agreement concluded for organisational reasons.

Legal framework for collective redundancies in the Czech Republic

Collective (mass) redundancies are governed primarily by Sections 62 to 64 of the Labour Code. These provisions build on the general rules on termination of employment and introduce a special regime for situations where, for organisational reasons, employment relationships with a larger number of employees are terminated within a relatively short period.

The purpose of the legislation is not to “punish” employers for reorganisation, but to limit the negative impacts of a situation where a larger group of people lose their jobs at once, and to enable the state and the employer to coordinate in a timely manner measures to mitigate the impacts on the labour market and the social situation of those dismissed.

The law therefore places emphasis on information and consultation with employee representatives and on the timely involvement of the Labour Office, which must have sufficient time to plan employment services.

Labour Code: Sections 62–64 – information and consultation obligations

Under Section 62 of the Labour Code, before giving notices of termination to individual employees, the employer must, in due time, no later than 30 days in advance, inform the trade union organisation and the employees’ council in writing of its intention to carry out collective redundancies.

If no trade union organisation or employees’ council operates at the employer, the information must be provided directly to the individual employees affected by the redundancies.

The information must include at least the reasons for the collective redundancies, the number and occupational composition of the employees to be dismissed, the total number and occupational composition of all employees, and the period during which the collective redundancies are to take place.

In addition, the information must include the criteria proposed for selecting the employees to be dismissed and an overview of severance pay and other rights of the employees being dismissed.

At the same time, the employer is obliged to commence negotiations with the trade union organisation or the employees’ council on measures that may prevent collective redundancies, limit their scope, or mitigate adverse consequences for employees.

The aim is not to obtain a “veto” from the unions, because the employer is not bound by their consent; however, it must demonstrably discuss options such as transferring employees to other work, retraining, or other organisational measures.

Under Section 62(4), the employer is obliged, to the same extent, to inform in writing the regional branch of the Labour Office competent according to the place of its activities.

It must state the reasons for the planned measures, the total number of employees, the number and structure of employees to be affected by the measures, the period during which collective redundancies will occur, and the criteria for selecting the employees to be dismissed.

The law aims to ensure that the Labour Office has advance information about the upcoming redundancies and can, with sufficient lead time, prepare support for the affected persons as well as any measures on the labour market.

Under Section 63, the employer is then obliged to demonstrably deliver to the regional branch of the Labour Office a written report on its decision on collective redundancies and on the results of negotiations with employee representatives.

This report includes, in particular, the total number of employees and the number and occupational composition of the employees affected by the collective redundancies. The delivery of this report is of fundamental importance for the running of the time limit after the expiry of which the employment relationships of the employees dismissed as part of the collective redundancies may only then end.

Section 63 further provides that the employment relationship of an employee dismissed as part of collective redundancies will terminate by notice no earlier than after 30 days from the day the written report on the decision on collective redundancies was delivered to the regional branch of the Labour Office.

The employer is obliged to inform the employee of the date of delivery of this report. The employee may declare that they do not insist on the extension of the employment relationship, in which case the extension will not apply.

Anti-discrimination aspects of employee selection

The selection of specific employees to be dismissed is a sensitive area where employment law intersects with anti-discrimination regulations.

Section 16 of the Labour Code prohibits discrimination on the grounds of sex, age, race, ethnic origin, nationality, sexual orientation, disability, religion, or any other similar ground. These grounds are then elaborated in detail in Act No. 198/2009 Coll., the Anti-Discrimination Act.

In collective redundancies, the employer is obliged to set objective and non-discriminatory selection criteria, which may be based, for example, on work performance, qualifications, flexibility, the ability to work in multiple roles, or appraisal results.

Criteria based on age, sex, pregnancy, parenthood, or disability are generally impermissible.

At the same time, the law allows certain positive measures aimed at offsetting disadvantages of certain groups, for example persons with disabilities; such measures are not discrimination if they are proportionate and necessary.

In practice, this means that the employer should avoid internal or external wording such as “we will dismiss everyone over 55”, “mothers returning from maternity leave will go first”, etc. These approaches are highly risky and may lead to discrimination claims.

In practice, the lawyers at ARROWS advokátní kancelář help clients set selection criteria so that they are legally defensible while also making sense from the perspective of performance management and the company’s efficiency.

Preparing collective redundancies: strategy, timeline and internal decisions

From a legal perspective, collective redundancies begin at the moment the employer gives the first notices of termination or concludes the first termination agreements under Section 52(a) to (c).

From a business management perspective, however, the process should start much earlier. Every step that management takes “at the last minute” without preparation usually turns into a legal risk, a communication problem, or reputational damage.

Internal decision on an organisational change

The basic prerequisite for redundancies for organisational reasons is the employer’s internal decision on an organisational change. This decision usually takes the form of a resolution of the board of directors, a decision of the managing director or another statutory body, or the relevant internal body designated by internal regulations (for example, a plant management decision).

The decision should be in writing, specific and capable of being placed in time, so that it can later be proven that it preceded the notices of termination.

The decision should describe what organisational measure is being implemented (e.g., closure of a manufacturing plant, merger of departments, abolition of specific positions, transition to a new production or service model), when the measure is to be implemented, and what impact it will have on the number and structure of employees.

In the case of redundancy of individual employees under Section 52(c), the causal link between the organisational change and the redundancy of specific positions should be apparent.

If the employer is part of an international group, organisational change is often managed “from headquarters” or globally. In such cases, it is important to ensure that the Czech employer has its own formal decision that reflects the global strategy but is drafted in compliance with Czech law.

If this is underestimated, in the event of a dispute there may be no specific decision for the redundancy notice to refer to.

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Selection criteria: how to set them up so they stand up

Even before informing the trade unions and the Labour Office, the employer should be clear about which criteria it will use to select the employees to be dismissed. These criteria will have to be stated in the information letter. At the same time, they must not be discriminatory within the meaning of the Labour Code and the Anti-Discrimination Act.

Permissible criteria may include, for example, long-term performance, quality of work, ability to perform multiple types of work, flexibility, professional qualifications, language skills, or the results of internal evaluations.

Inappropriate and risky are criteria based on age, gender, marital status, pregnancy, parenthood, health status, or other protected characteristics.

Special caution is required with criteria that may appear neutral but in practice predominantly affect a particular protected group (for example, less than 3 years of experience combined with the fact that the company employs mostly young employees).

The attorneys at ARROWS advokátní kancelář recommend not only formulating the criteria clearly, but also documenting internally how they were applied to specific employees.

In the event of a dispute, it is often essential to demonstrate that there was no differential treatment between dismissed and retained employees based on a discriminatory ground.

In practice, various scoring matrices are used, where employees are assessed according to pre-defined criteria; however, these tools must be prepared from the outset with legal support in order to withstand potential judicial review.

Possible issues

How ARROWS helps (office@arws.cz)

Invalidity of termination notices due to an incorrect reason or insufficient justification : the court may determine that the employment relationship continues, and the employer must pay back wages and compensation.

Assessment of the reasons for reorganisation and preparation of the decision on the organisational change : we will prepare a legally defensible decision, termination notices and agreements to minimise the risk of invalidity and the burden of potential disputes.

Failure to comply with information and consultation obligations towards trade unions and the Labour Office : fines of up to hundreds of thousands of Czech crowns and an extension of the duration of employment relationships may follow.

End-to-end procedural management of collective redundancies : we will set a timeline, prepare information letters, represent you in negotiations with trade unions and in communication with the Labour Office to avoid sanctions and unnecessary delays.

Discriminatory selection of employees : claims for unequal treatment, claims for damages and non-pecuniary harm, reputational impact.

Setting selection criteria and documenting them : we will prepare non-discriminatory criteria, internal methodology and decision-making documentation so that, in the event of a dispute, the objectivity of the selection can be evidenced.

Unexpected extension of employment relationships due to errors in the timing of termination notices and the delivery of the report to the Labour Office : increased wage costs and delays to the reorganisation.

Legal and project planning of the schedule : we will calculate all deadlines with you, set optimal dates and prepare a practical step-by-step timetable including buffers so that the reorganisation proceeds in a controlled and predictable manner.

Disputes with key employees and trade union leadership : escalation of conflict, loss of talent, complications during due diligence in the sale of the company.

Negotiation and strategic communication : we will support you in negotiations with trade unions and key employees, prepare a communication strategy and ensure that the process is defensible even in a subsequent audit or transaction.

Risks, sanctions and typical employer mistakes

Collective redundancies are an area where formal and procedural errors quickly turn into specific costs and reputational losses. It is not only the risk of fines; often the most expensive is the “soft” impact—loss of employee trust, negative publicity, or complications in audit and due diligence processes.

Fines and administrative sanctions

The Employment Act and the Labour Inspection Act allow labour inspection authorities to impose fines on employers for breaches of obligations related to collective redundancies.

For failure to fulfil information obligations towards the Labour Office or employee representatives, a fine of up to hundreds of thousands of Czech crowns may be imposed; in practice, it is stated that for breaches of obligations related to collective redundancies, the labour inspectorate may impose a fine of up to CZK 500,000.

In addition to financial sanctions, the labour inspectorate may order the removal of identified deficiencies, which in practice often leads to the need to fulfil information obligations additionally, re-discuss matters with trade unions, or even repeat certain formal steps. All of this prolongs the process and increases its cost.

Invalidity of termination notices and court disputes

One of the most serious risks is the invalidity of termination notices. If a court finds that a termination notice is invalid (for example, due to insufficient specification of the reason, failure to meet the conditions for an organisational change, or discriminatory selection of an employee), the employment relationship is deemed to continue and the employer is obliged to assign work to the employee and provide wage compensation for the period during which it did not assign work.

In collective redundancies, such disputes may particularly affect key employees, where it may be “motivating” to dismiss them as part of a wave, but at the same time there is a higher willingness on their part to litigate.

The experience of the attorneys at ARROWS advokátní kancelář shows that in managerial positions or employees with unique expertise, disputes over the invalidity of termination are relatively common and may last several years. During that time, the employer remains exposed to the risk of high wage compensation and legal costs.

Discrimination and unequal treatment

From the perspective of anti-discrimination rules, collective redundancies are risky mainly because decisions are made about a larger number of employees at once and differences in treatment are more easily visible.

If, for example, an employer has long held prejudices against older employees, this may be reflected in the selection of those to be dismissed and subsequently lead to lawsuits for age discrimination.

The Anti-Discrimination Act allows affected persons to seek not only compensation for pecuniary damage, but also appropriate satisfaction for non-pecuniary harm in money, which, together with the costs of proceedings, may represent a significant financial burden.

In addition, there is also a reputational dimension—public disputes over discrimination in redundancies are very unpleasant for employers, especially if they are simultaneously recruiting new employees or preparing for the entry of a strategic investor.

Errors in timing and delivery

A common practical mistake is underestimating the delivery of termination notices and notifications to the Labour Office.

Incorrect service or an incorrect date may result in the start of the notice period or the 30-day period being shifted, thereby extending the duration of employment relationships.

In an environment where a reorganisation is planned for a specific timeframe (for example, before the sale of part of a business or before a plant closure), this can be a critical mistake affecting the entire transaction.

Reputational risks and the impact on remaining employees

In addition to legal risks, it is also necessary to address the reputational impact.

The way an employer communicates a mass redundancy affects not only departing employees, but also those who remain with the company.

An insensitive or chaotic approach may lead even key employees to start actively looking for other opportunities, further weakening the company.

The attorneys at ARROWS advokátní kancelář, in cooperation with clients’ HR and PR departments, often help set a communication strategy so that it is transparent, fair, and at the same time legally safe under Czech legislation.

A proper explanation of the reasons for redundancies and setting fair exit terms can help minimise negative impacts on the employer brand and on the morale of the remaining team.

Specific situations: protected employees, protected periods, international elements

Collective redundancies also affect categories of employees who enjoy special legal protection—typically pregnant employees, parents on maternity and parental leave, employees on sick leave, or members of elected bodies of a trade union organisation.

Protected period and exceptions

The Czech Labour Code provides for a so-called protected period during which, as a rule, an employer may not give an employee notice. This protected period applies in particular to pregnant employees, employees on maternity leave, employees on parental leave, and employees who are temporarily unfit for work.

In the case of mass redundancies, however, it is necessary to distinguish between the individual grounds for termination.

In the case of termination due to the dissolution of the employer or part of it (Section 52(a)), the protected period does not apply—the employer may give notice even to a pregnant employee or an employee on sick leave if the employer or part of it is being dissolved.

By contrast, in the case of termination due to redundancy under Section 52(c), the prohibition on giving notice during the protected period applies.

This distinction is crucial in practice. For example, if a company closes an entire plant, it may dismiss all employees, including pregnant women and employees on sick leave.

However, if it is only reducing headcount due to a reorganisation, it must look for other solutions for employees in the protected period, such as reassignment to other work or termination by mutual agreement.

Protection of trade union officials

Members of a trade union organisation’s body—typically trade union officials—also enjoy special protection.

The Czech Labour Code provides that giving notice or immediate termination of employment to a member of a trade union organisation’s body requires the prior consent of the trade union organisation; if such consent is not granted, a court may assess the reasons and the seriousness of the breach of obligations. In the context of mass redundancies, the protection of trade union officials is a sensitive issue.

Even where the reason is organisational, it is advisable to anticipate that including them among the employees to be dismissed may lead to a significantly higher level of conflict and an increased risk of litigation.

In practice, a combination of individual agreements, higher severance pay, and individual negotiations is therefore often chosen.

International elements and foreign employers

Many clients of ARROWS advokátní kancelář are part of international groups or have foreign owners.

In such situations, mass redundancies are often managed at group level using processes based on the laws of other countries (for example German, Austrian, or Anglo-Saxon law).

However, it is essential that the Czech entity always complies with the specific requirements of Czech law and Czech employment-law practice.

The ARROWS International network makes it possible to coordinate mass redundancy processes across different jurisdictions so that local rules are respected while maintaining a unified group strategy.

For foreign investors, it is important that ARROWS advokátní kancelář can provide both detailed local legal advice and support in the project management of reorganisations with a cross-border element.

Final summary

Collective (mass) redundancies are a legally and humanly demanding process affecting dozens or hundreds of employees, while also significantly influencing costs, reputation, and the company’s future flexibility.

The Czech Labour Code does not work with vague concepts, but with specific quotas, deadlines, and obligations towards trade unions, employees, and the Labour Office (Úřad práce).

If an employer underestimates these obligations, it exposes itself to the risk of fines, invalid terminations, discrimination litigation, and unnecessary extensions of employment relationships and the associated costs.

For entrepreneurs, management, and investors, it is therefore essential that collective redundancies are not viewed as a “technical HR exercise”, but as a complex legal and management project.

Properly setting the internal decision on the organisational change, selection criteria, timeline, and communication towards employees and the Labour Office is key to ensuring that the entire process runs predictably, efficiently, and with minimal legal risk.

The legal reality is often more complex than it may seem at first glance—protected periods, special protection of trade union officials, anti-discrimination rules, the special regulation of the notice period after 2025, the link between severance pay and unemployment benefits, and the specifics of collective bargaining agreements all come into play.

An experienced manager or in-house counsel knows that improvisation in this area can be costly not only financially, but also reputationally and transactionally.

If you do not want to risk mistakes, damages, delays, or fines, it is sensible to entrust the set-up of collective redundancies to experts.

The attorneys at ARROWS advokátní kancelář have many years of experience with mass redundancies across industries, are insured for damages up to CZK 400,000,000, and thanks to the ARROWS International network can also handle cases with an international element.

If you are dealing with a planned reorganisation that may lead to collective redundancies, or you need to assess whether this regime applies to your steps, you can contact ARROWS, a Prague-based law firm, on a non-binding basis at office@arws.cz.

Most common questions about collective redundancies

1. What exactly are collective (mass) redundancies and when do they apply to me?
Collective (mass) redundancies are a situation where, within a period of 30 calendar days, employment relationships end for organisational reasons under Section 52(a) to (c) with at least 10 employees (for an employer with 20–100 employees), with 10% of employees (for an employer with 101–300 employees), or with 30 employees (for an employer with more than 300 employees). If you are not sure whether your planned reorganisation falls into this category, it is advisable to consult the situation with the attorneys of ARROWS, a Prague-based law firm, at office@arws.cz.

2. Do I always have to inform the trade union and the Labour Office when I am dismissing a larger number of people?
Information obligations towards the trade union or employees and the Labour Office apply when the conditions for collective redundancies are met—namely, in particular, the number of employees and organisational reasons under Section 52(a) to (c). If you are dismissing a larger number of people for various reasons, it is necessary to carefully distinguish which cases fall within the collective redundancy thresholds. The attorneys of ARROWS, a Prague-based law firm, will be happy to help you with the assessment—just write to office@arws.cz.

3. What severance pay must I pay in collective redundancies?
Upon termination of employment for organisational reasons under Section 52(a) to (c), or by agreement for the same reasons, the employee is entitled to statutory severance pay of at least 1–3 times the average monthly earnings depending on the length of employment. A collective agreement, internal regulation, or individual agreement may increase the severance pay. Properly setting severance pay has not only legal but also tax and HR implications—if you want to find an economically and legally optimal solution, contact ARROWS, a Prague-based law firm, via office@arws.cz.

4. What are the most common mistakes employers make in collective redundancies?
The most common mistakes include underestimating information obligations towards the trade union and the Labour Office, incorrect or insufficient justification of notices of termination, discriminatory selection criteria, poor timing of delivery of the report to the Labour Office and the notices of termination, or the absence of a well-prepared decision on the organisational change. These mistakes lead to disputes, fines, and increased costs of the entire process. If you want to avoid these problems, you can safely go through everything with the attorneys of ARROWS, a Prague-based law firm—write to office@arws.cz.

5. How will collective redundancies affect a planned transaction or the entry of an investor?
Incomplete or legally problematic collective redundancies can significantly reduce the company’s value in due diligence or lead to requests for warranties and purchase price reductions. Investors focus in particular on the risk of invalid terminations, potential disputes, and the amount of obligations under collective agreements. If you are planning a transaction, it is advisable to set up the collective redundancy process from the outset so that it is auditable and defensible. The attorneys of ARROWS, a Prague-based law firm, can help you with this—contact them at office@arws.cz.

6. How does it work with protected employees (pregnant women, sick employees, parents on parental leave) in collective redundancies?
In the case of the dissolution of the employer or part of it (Section 52(a)), the prohibition of termination during the protection period does not apply, so protected employees may also be dismissed. In the case of redundancy under Section 52(c), however, the protection period applies and notice of termination cannot be given to these employees; a solution is often, for example, an agreement under specific conditions. Correct assessment is key in these cases—if a mistake is made, there is a risk of invalid termination as well as sensitive reputational impacts. If you are dealing with collective redundancies involving protected employees, we recommend contacting ARROWS, a Prague-based law firm, at office@arws.cz.

Disclaimer: The information contained in this article is for general informational purposes only and serves as a basic guide to the issue as of 2026. Although we strive for maximum accuracy, laws and their interpretation evolve over time. We are ARROWS Law Firm, a member of the Czech Bar Association (our supervisory authority), and for the maximum security of our clients, we are insured for professional liability with a limit of CZK 400,000,000. To verify the current wording of the regulations and their application to your specific situation, it is necessary to contact ARROWS Law Firm directly (office@arws.cz). We are not liable for any damages arising from the independent use of the information in this article without prior individual legal consultation.

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