This chapter focuses on creating age‑inclusive and healthy workplaces that enable older workers to remain active throughout their lives in Czechia. It explores current employer practices and policy support for implementing age management in companies, highlighting the importance of fostering workplace flexibility, and work-life balance for older workers as well the role age discrimination. The chapter also reviews health promotion and prevention measures in the workplace which are crucial for promoting longer working lives and ensuring workers’ well-being throughout their careers. Finally, it examines ways to improve the policy framework for enabling return to work for workers on sickness absence.
Promoting Better Career Mobility for Longer Working Lives in Czechia
Abstract
Key messages
Poor working conditions and a lack of flexible work arrangements are a major barrier to the retention of older workers in Czechia. Around 70% of workers aged 55‑64 work between 40 and 44 hours per week, compared to the EU average of 50%. In addition, 22% of workers over 50 report difficulties in taking time off for personal or family matters, double the EU average.
Legal bans on age discrimination exist in Czechia, but ageism persists in many workplaces. Employers are often reluctant to hire older workers or invest in their training and development, limiting their career growth in the labour market.
Age management practices play a key role in promoting the employment of older workers, but are rarely integrated into overall workforce strategies. While some large employers have introduced promising practices to support the retention of older employees, broader application remains limited. This limits the potential to fully leverage the skills and experience of an ageing workforce.
Policy support is essential to help employers, particularly SMEs, implement age management practices. In Czechia, targeted funding under the ESF+ Operational Programme Employment Plus (OPZ+) is available, but more structural, long-term support from the Public Employment Services (PES), social partners, or other institutional actors remains limited.
Health promotion is a crucial component of age management practices, but occupational health management in Czechia is underdeveloped. The labour inspectorate lacks capacity to enforce regulation, while workplace health promotion measures need more structured support. There is also a lack of attention towards psychosocial risks. Czech employers are among the least likely in the EU to consult psychologists for workplace health. Only 7% did so in 2019, compared to the EU average of 19%.
Older workers with long-term health issues face an elevated risk of labour market exit, but return to work is not systematically managed. Only 30% of Czech companies have procedures in place to support return to work after sickness absence, among the lowest shares in the EU.
Czechia lacks a structured institutional mechanism for managing sickness absences and return to work. The voluntary vocational rehabilitation system is underused and typically accessed after participants have already received disability status, which limits its effectiveness. Earlier intervention is essential to facilitate timely return to work. There are no significant legal barriers to introducing obligations for early intervention, which provides a strong foundation for introducing reforms.
Czechia does not offer a formal option for partial return to work. Graded return to work reduces the depreciation of workers’ skills and experience, decreases sickness expenditures and limits the negative effect of sickness absence on firm profits.
Based on these considerations, Czechia should consider taking action to:
1. Continue and strengthen efforts to promote age management practices in companies. Efforts to raise awareness about age management should be increased and best practices should be systematically collected and disseminated. Strengthening anti-discrimination measures in recruitment and promotion processes can help ensure older workers have equal access to diverse employment opportunities. Encouraging employers to offer flexible work arrangements can support older workers in balancing work with other life responsibilities.
2. Encourage social partners to promote age management. As part of awareness raising efforts, social partners should be more active in discussing age management. This could involve the dissemination of best practices, but also inclusion of age management in collective bargaining.
3. Increase guidance and support structures for implementation of age management practices in companies. A systematic, national-level structure should assist companies with age management through consulting services, toolkits, and peer learning platforms, particularly for SMEs.
4. Strengthen investment in prevention measures for healthy workplaces, including prevention of psychosocial risks. The capacity of labour inspectorates to enforce occupational safety and health regulation should be strengthened. Psychosocial risks need to be explicitly recognised in legislation on occupational health and safety. Coherence in the policy landscape on workplace health promotion should be increased through a clearly defined framework and improved co‑ordination between stakeholders, ideally as part of a broader strategy on health at work. Financial incentives for workplace health promotion in companies could be considered, alongside improved guidance, targeted particularly at SMEs.
5. Move towards a structured and mandatory process for sickness absence case management to facilitate early return to work. A case management system for return to work should be introduced, with regular monitoring and clearly defined. This should include mutual obligations for both employers and employees. Strengthening case management in return to work requires closer co‑operation between key institutions, including the Social Security Association and the Labour Office.
6. Introduce an option for graded return to work. To be most effective, this should be combined with mutual obligations for employers and employees, but graded return to work on a voluntary basis can be a positive first step.
As Czechia’s workforce ages, fostering workplace policies that support the retention, well-being, and productivity of older employees is essential for both businesses and individuals. Future economic growth and competitiveness will increasingly depend on how well employers adapt and leverage an ageing workforce. This will require companies to implement comprehensive age management strategies that address the challenges faced by older workers (Egdell et al., 2020[1]).
Age management refers to a broad set of organisational policies and practices designed to adapt workplaces and labour markets to the needs, abilities, and potential of workers of all ages. It is especially important for managing and retaining older workers, by fostering an age‑diverse workforce, removing age‑related barriers, and supporting older employees in maintaining and developing their careers (Fabisiak and Prokurat, 2012[2]). Age management encompasses a range of key strategies including promoting age‑inclusive hiring and career progression, providing flexible work arrangements such as phased retirement, part-time work, job-sharing, and remote work. Supporting physical and mental well-being through targeted workplace health initiatives and adapting the work environment to meet the ergonomic needs of an ageing workforce are also essential components (Egdell et al., 2020[1]; Fabisiak and Prokurat, 2012[2]; Rašticová et al., 2019[3]). Implementing these measures enables businesses to retain and fully engage older workers, ensuring their continued contribution to the labour market.
4.1.1. Many jobs do not accommodate the needs of older Czech workers
Arduous working conditions and rigid working arrangements remain a significant barrier to retaining older employees in Czechia (Araújo and Maleček, 2015[4]). According to the 2024 Workmonitor survey, work-life balance and mental health support rank as the third most important factors in employment decisions in Czechia, following job security and salary (Randstad, 2024[5]; Randstad, 2024[6]). Flexible work options are key to help workers balance their professional lives with other responsibilities, such as caring for elderly relatives or pursuing other interests. Flexibility not only supports well-being and productivity, but also influences decisions to remain in or return to work (OECD, 2023[7]; OECD, 2016[8]).
While Czech legislation permits the negotiation of shorter or more flexible working arrangements (see also Chapter 2), many jobs still fail to provide them. Around 70% of older workers (aged 55‑64) in Czechia work long hours (40‑44 hours per week), compared to the EU average of 50% (Figure 4.1, Panel A). Shift work, which is associated with negative health outcomes, is also more common in Czechia than in many other EU countries (Figure 4.1, Panel B), largely due to the country’s industrial structure and the high share of employment in manufacturing (see Chapter 1). Finally, limited schedule flexibility, scarce remote work options, and restricted access to reduced or adaptable working hours contribute to job dissatisfaction and may increase the risk of early exit from the labour market (see also Chapter 2). In Czechia, around 22% of workers over 50 report that it is very difficult, and another 18% fairly difficult, to take time off for personal or family matters. These are the highest shares in the EU27, where the average is 11% and 12%, respectively (Figure 4.1, Panel C). There is a clear need for better workplace accommodations tailored to the needs of older workers.
Note: EU27 is a weighted average. Reply to question: “Is it difficult to take an hour or two off to take care of personal or family matters during working hours?” (Panel C).
Source: OECD calculations based on OECD Data Explorer • Usual hours worked by weekly hour bands, Eurostat dataset: Employees working shifts as a percentage of the total of employees, by sex and age and European Working Conditions Telephone Survey2021.
4.1.2. Health is a key aspect of age management policies to ensure longer working lives
Evidence suggests that employed older workers in Czechia report poorer health than their non-working counterparts, challenging the common belief that early retirement is typically associated with declining health (Rašticová et al.[3]). This trend highlights the significant role that workplace conditions play in shaping both workers’ health and their employment decisions.
From a life‑cycle perspective, improving workplace conditions from the outset is vital to ensuring workers can maintain good health and productivity as they age. Health risks in later life often result from the cumulative impact of physically demanding or stressful working conditions over time. In Czechia, 36.5% of workers aged 55‑64 report having a long-standing illness or health problem, compared to just 10.9% of workers aged 25‑34 (Figure 4.2). Workers with disabilities or chronic conditions often face significant barriers to continued employment, such as inadequate support and a lack of reasonable accommodations. Companies that proactively adopt age management practices, such as improving workplace ergonomics and implementing targeted health initiatives, are better equipped to retain experienced workers, enhance job satisfaction, and support the long-term sustainability of an ageing workforce.
Employed persons with a long-standing illness or health problem, by age, 2023
Source: Eurostat dataset: People having a long-standing illness or health problem, by sex, age and labour status.
4.1.3. Age discrimination still hampers the career prospects of older workers in Czechia
Age discrimination and negative employer attitudes towards older workers remain major obstacles to longer working lives in the OECD countries (OECD, 2019[9]). By restricting the available pool of experience and talent, it acts as a break on productivity and economic growth. Perceived discrimination may influence employment outcomes not only through biased hiring decisions but also because discriminatory barriers can lead older workers to restrict their job search (e.g. by focussing on poor-quality jobs only) or to stop searching for employment altogether. Many midcareer workers express low levels of confidence in their prospects of transitioning to a new career and report greater difficulty in the job search (OECD/Generation: You Employed, Inc., 2023[10]).
Although age discrimination is explicitly prohibited by law in Czechia,1 it remains relatively widespread in practice, as is the case in many other OECD countries. Age continues to be one of the most common grounds for perceived discrimination, particularly affecting individuals aged 50 and over. In Czechia, 49.4% of respondents consider age‑based discrimination to be a very or relatively serious issue (Figure 4.3). It often manifests in various forms, including biased hiring practices, limited access to training and career advancement, and workplace inclusion (OECD, 2023[7]; Harris et al., 2017[11]; Varlamova et al., 2021[12]; ASO, 2021[13]).
Seriousness of discrimination against people because of age
Note: The purple bar is the unweighted average of the 23 countries shown.
Source: European Social Survey European Research Infrastructure (ESS ERIC) (2023) ESS4 – integrated file, edition 4.6 (Austria and Lithuania not included) [Data set]. Sikt – Norwegian Agency for Shared Services in Education and Research. https://doi.org/10.21338/ess4e04_6.
Czech employers are generally less likely to hire older workers, often hold prejudices about their potential and are reluctant to invest in their human capital (Dvořáková, 2023[14]; Eiffe, Muller and Weber, 2024[15]). In a 2023 Generation/OECD survey conducted across eight countries, including Czechia, 79% of Czech employers reported being likely to hire a candidate aged 30‑44. This figure dropped to 66% for those aged 45‑54, and only 34% said they are likely to consider someone aged 55‑65 (OECD/Generation: You Employed, Inc., 2023[16]).
These hiring hesitations are often driven by stereotypes rather than evidence. For example, 25% of hiring managers in surveyed countries believe that workers aged 55‑64 are more reluctant to adopt new technologies, 23% think they are unwilling to learn new skills, and 22% perceive them as slower to adapt (Figure 4.4). However, these perceptions do not align with actual performance. The same employers also acknowledged that, when given the opportunity, older workers perform as well as – or better than – younger colleagues. This disconnect is commonly referred to as the “age‑performance paradox” (OECD/Generation: You Employed, Inc., 2023[10]).
Addressing these challenges requires a shift toward proactive age management strategies. Such approaches involve fostering inclusive workplace practices that value and support employees of all ages. Effective age management not only helps dismantle age‑related stereotypes but also contributes to building more resilient, diverse, and productive workforces.
Share of employers who report that the factors negatively impact applicants’ success, by age
Note: Responses were taken from an online survey conducted in February/March 2023 of hiring managers. Data show the unweighted average of the eight participating countries (Czechia, France, Germany, Romania, Spain, Sweden, the United Kingdom, the United States). Respondents (n=1 510) were asked, “Which of the following characteristics do you think are most likely to negatively impact the success of the following applicants?”
Source: OECD (2024[17]), Promoting Better Career Choices for Longer Working Lives: Stepping Up Not Stepping Out, https://doi.org/10.1787/1ef9a0d0-en, Figure 4.3.
Awareness of the importance of age management is increasing in Czechia, particularly among large companies. Nevertheless, age management practices are not widespread. While employers are the key actor for implementing age management practices, governments can support them by providing guidance, consulting services and financial support.
4.2.1. Age management practices are not yet widespread in Czechia, but there are some promising examples
Discussions on maximising the benefits of an age‑diverse workforce through age management remain underdeveloped both in Czechia and internationally (Bejtkovsky, 2015[18]; Joniaková and Blštáková, 2015[19]; InterAGE, n.d.[20]; Garavaglia, Marcaletti and Iñiguez-Berrozpe, 2021[21]; Hertel and Zacher, n.d.[22]). Age management practices are not systematically integrated into employers’ overall workforce strategies, and their broader application remains limited (Vrabcová and Urbancová, 2022[23]; Egdell et al., 2020[1]; Urbancova and Vrabcová, 2020[24]). This hinders employers’ ability to fully capitalise on the potential of experienced workers (Fabisiak and Prokurat, 2012[2]).
While comprehensive age management strategies across the company landscape remain rare, some large employers in Czechia have adopted promising practices. Sectors such as healthcare, where older workers represent a significant portion of the workforce amid persistent labour shortages, have demonstrated increased awareness of the need to retain employees approaching retirement. For example, Krajska zdravotní in Pilsen, the largest healthcare employer in Czechia with around 10 000 employees, has developed a comprehensive approach to age management that promotes flexible work arrangements, lifelong learning, and mental health support (Box 4.1).
A key pillar of Krajska zdravotni’s strategy is age‑inclusive workforce management, with 30% of its employees aged 50 and above. The organisation offers part-time jobs, with all requests automatically approved and flexible monthly adjustments available to meet workers’ needs. Approximately 50 employees take advantage of this option each month. Moreover, older employees are prioritised for morning shifts to support their well-being and work-life balance.
Recognising the high risk of burnout in healthcare, Krajska zdravotni integrates psychological support services into its employee care policies. The company actively promotes a supportive work environment, highlighting work-life balance and recognition at work. Older employees benefit from workplace adjustments and resilience training, while younger staff have access to mentorship and career development opportunities. In addition, technical workers benefit from regular job rotations and mobility programmes to keep them engaged and ensure skill development across different roles.
Krajska zdravotni plays a leading role in lifelong learning and requalification within the healthcare sector. The company has developed accredited training and requalification courses. The curriculum is shaped by direct feedback from employees and managers to ensure relevance and practical application. All employees over 50, alongside younger staff, have access to reskilling and upskilling opportunities to ensure continued career development.
Despite strong competition from hospitals in Prague, where salaries tend to be higher due to the capital’s economic environment, Krajska zdravotni has successfully retained experienced workers through stable employment, lifelong learning opportunities, and a strong workplace culture. Its approach underscores the importance of flexibility, lifelong learning initiatives, and targeted employee support in career progression to foster a supportive and inclusive work environment for employees across all ages.
A central element of effective age management is the concept of work ability, which refers to the balance between an individual’s resources and the demands of their job (Svaz průmyslu a dopravy České republiky, 2022[25]). Achieving and maintaining this balance is an ongoing process, as both employee resources (e.g. skills, health, time availability) and job demands evolve over the course of an individual’s career. This requires close collaboration between employers and employees, alongside broader co‑ordination across labor market institutions. To support this effort, some organisations in Czechia have adopted the Work Ability Index (WAI) – a standardised tool developed in Finland – to assess an individual’s capacity to meet job demands. The WAI takes into account factors such as health, competence, motivation, and the work environment. It enables organisations to evaluate workforce needs, identify at-risk age groups, and implement targeted interventions to promote employee well-being and productivity (Age management, 2022[26]; Storova, 2015[27]; Age Management, 2021[28]). The tool has already been applied in seven social service organisations in the South Moravian Region.
More broadly, several organisations in the non-profit social services sector, such as the Municipal Office for Social Services in Most, have conducted age management audits (Box 4.2). These audits focus on analysing the age structure of employees, their work ability, and the work environment, with the goal of developing strategies that support the long-term sustainability of the organisation and improve working conditions for all employees. This data-driven, structural approach to age management ensures that interventions are continuously monitored, reassessed, and adjusted as needed.
The Municipal Office for Social Services in Most has 312 employees, 70% of whom are over 45 years old. Faced with rising sickness absences and increasing job strain among its ageing workforce, the organisation partnered with an external company specialising in age management to conduct an age management audit.
This helped identify key challenges and provided several strategic recommendations, including:
Investments in digitalisation: The introduction of long-distance health monitoring (e.g. blood pressure tracking) has improved care efficiency and reduced physical strain on employees.
Workplace adaptations: Ergonomic improvements, additional medical support and part-time work options for older employees have helped reduce work-related strain.
Retention incentives: Introducing a financially attractive part-time model for senior employees, ensuring that those nearing retirement could reduce hours without experiencing significant income loss.
Promoting a positive approach to ageing: Regular age management meetings, employee surveys, and targeted training initiatives for both employees and informal caregivers have improved workplace safety and knowledge transfer.
A structured benchmarking process, combined with periodic employee surveys and external audits, allows for a systematic, long-term approach to sustaining workforce health and engagement.
Age management should ideally adopt a more lifelong perspective, ensuring individuals remain employable throughout their careers. For example, Pilsner Urquell, one of the most prestigious breweries in Czechia, employs 2 500 people, with an average job tenure of 21.3 years. To support employees throughout their careers, Pilsner Urquell has implemented a comprehensive well-being programme that caters to all age groups, ensuring long-term employability and job satisfaction of its employees (Box 4.3).
At Pilsner Urquell, many employees dedicate their entire careers to the company, often following in family traditions. However, the brewery faces challenges, such as filling hard-to-fill technical positions and managing shift work (including 12‑hour shifts in a 24/7 operation), which younger workers are less inclined to accept.
The company offers physical health initiatives (annual nutrition and physiotherapy consultations), mental health support (awareness campaigns and an employee assistance programme for workers and their families), and social well-being activities, including regular gatherings and an annual reunion for retired employees which keeps the sense of community and helps to transfer the knowledge.
A structured job rotation system allows workers to gain a deeper understanding of the production process, facilitating knowledge transfer and skill development across brewing, fermentation, and packaging. To retain experienced workers nearing retirement, Pilsner Urquell provides part-time work options and financial incentives, including a retirement bonus and flexible retirement support discussions.
4.2.2. Policy makers can further support employers with implementing age management practices
Governments can put in place actions to support employers in implementing effective age management practices. In particular, public policy can play an enabling role for small and medium-sized enterprises (SMEs) that often lack dedicated HR structures and strategic planning capacity (Vrabcová and Urbancová, 2022[23]; Egdell et al., 2020[1]). Czechia’s Strategic Framework for Preparing for an Ageing Society 2023‑25 outlines specific measures to support longer working lives, with a focus on lifelong learning, retraining for workers aged 55+, mental health promotion, and stress prevention. One of the identified key priorities within this strategy is raising awareness and implementing various practices of age management among employers.
Public funding can encourage age management implementation across firms
Policy makers in Czechia have increasingly turned to targeted funding schemes to support employers in implementing age management strategies. Under the ESF+ Operational Programme Employment (OPZ), Call No. 079 (2017‑21) directly addressed this challenge. Building on this, the ESF+ Operational Programme Employment Plus (OPZ+) launched Call No. 035 (2022‑26).
Call No. 079: Age Management – Smart Change in Management, Opportunity to Grow (2017‑21) focused on integrating age management principles into company practices (MPSV, 2022[29]). With an average total eligible cost of CZK 2.42 million per project, the call supported 75 projects within companies nationwide. The objectives were to i) improve workforce adaptability through age‑responsive HR strategies, ii) strengthen intergenerational collaboration in the workplace, and iii) introduce flexible work arrangements to support employees at different life stages. Particular attention was given to supporting middle and senior managers, workers over 50, and employees undergoing job transitions. The call led to the implementation of diverse flexible work models, including remote work (27.8 employees/project), shift services (31.8), and variable working hours (36.1). Less common, but still impactful, were part-time work and compressed workweeks (18.8). Shared workspaces saw no uptake. Evaluation data highlight strong outcomes in several domains, showing that age management can have benefits at company level (Table 4.1). In particular, 89% of participating companies indicated that workplace relations improved as a result of the age management project, while 59% stated that the personnel situation improved as a result of training of new employees.
Note: N=75. Respondents could select multiple answers.
Source: MPSV (2022[29]), Vyhodnocení dotazníku ZOR (do závěrečné zprávy o realizaci projektu) pro projekty z výzvy 079.
Building on this initiative, Call No. 035 was launched in October 2022 with project implementation continuing until December 2026. The call seeks to further embed age management within business operations, promoting inclusive, age‑diverse workplaces across Czechia. It introduced several innovations:
Mandatory age management audit: Applicants had to conduct an internal audit to identify workforce demographics and age‑related needs. This served as the basis for project design, goal-setting, and budgeting.
Strategic project design: Projects needed to show alignment between audit findings and proposed interventions.
SME focus: Of the 46 approved projects (out of 53 applications), 84% were submitted by SMEs.
Funded activities span a wide range of initiatives, including i) intergenerational knowledge transfer programmes, ii) coaching, mentoring, and corporate training, iii) ergonomic and workplace adaptations for older employees, iv) health and well-being interventions, v) digital skills development and support for technological adaptation, vi) career transition planning and flexible work options (e.g. telework, part-time roles).2 Preliminary feedback suggests that the audit process helped employers better understand their workforce composition and plan targeted, effective actions. However, the project preparation process, particularly in terms of budgeting and defining key activities, could be further streamlined in future calls.
A more systemic approach would ensure continuity of age management implementation
While targeted calls have made some progress, they can only reach a very limited number of companies within the Czech company landscape and are by definition time‑limited in nature. A more systemic approach is needed to ensure that age management becomes a continuous, embedded part of employment policy and organisational strategy. Short-term funding opportunities must be complemented by structural mechanisms that support continuity, scalability, and employer engagement over time. This includes building institutional capacity, incentivising long-term workforce planning, and ensuring that companies have access to expert guidance and support.
A dedicated national body such as the Public Employment Service (PES) for instance could offer advise to employers on age management strategies and to co‑ordinate relevant services. For example, in Austria, the Public Employment Service (PES) provides tailored consulting to companies seeking to improve age‑inclusive work environments (Box 4.4).
Since 2015, the Austrian Public Employment Service (AMS) has provided free consulting to companies of all sizes to address human resource challenges, including ageing workforces. Known as Impulse Consulting for Companies, this service supports employers in adapting workplace practices to meet the needs of older workers. The consulting follows a four‑step model:
Initial consultation to explore company needs.
Detailed needs analysis carried out by external experts.
Tailored consulting based on one of seven thematic areas, including age‑appropriate workplaces.
Follow-up after three to six months to assess progress.
By May 2023, over 7 200 companies had taken part in the initial consultation, with 2 539 (35.2%) advancing to in-depth consultations. A programme evaluation found positive effects on HR practices, with participating companies more likely to hire low-qualified workers, women, and those aged over 45 than a comparable control group.
Source: OECD (2025[30]). Promoting Better Career Mobility for Longer Working Lives in Austria, https://doi.org/10.1787/db85473f-en.
Greater awareness and use of age management can be promoted through collective bargaining agreements
Social partners can also play an important role in further promoting the introduction of age management practices in the workplace, by introducing awareness raising campaigns and disseminating information, but also as part of collective bargaining. In Czechia, social dialogue remains relatively weak, with labour agreements primarily focused on wages rather than long-term workforce sustainability. The involvement of social partners in age management processes through collective bargaining could contribute to increased awareness among employers and works councils and create impetus for the development of concrete measures at the company level. For instance, in Germany, social partners play a more active role in shaping employment policies for older workers. They help raise awareness and embed age‑related provisions in sectoral agreements (Box 4.5).
In Germany, social partners have embedded age management into collective bargaining through so-called demography agreements. These agreements have been adopted in sectors such as chemicals, pharmaceuticals, and steel. This reflects a growing orientation of social partners towards promoting industry wide framework conditions that regulate demographic challenges. For instance, the demography agreement in the chemicals sector is characterised by three key features:
Demographic analysis of workforce structures at company level.
Joint planning of interventions to create age‑appropriate work environments.
A demography fund, financed by employers (e.g. EUR 750 per employee per year in the chemicals sector), used for measures defined at company level, including training, health promotion, phased retirement, or work-time reduction.
While companies retain flexibility in choosing specific measures, the mandatory demographic review and funding obligations ensure that age management remains a strategic priority. Research has shown that these agreements raise awareness among company leadership and HR teams, prompting more structured and proactive responses to demographic change (Paprotny, 2016[31]; INQA, 2011[32]).
Policies to mitigate age discrimination need to be a key component of age management strategies
As part of efforts to support the development of age management practices in companies, initiatives to combat age discrimination need to be strengthened and promoted by policy makers and social partners. Although age discrimination is legally prohibited in Czechia, it still occurs in subtle forms (Vidovicová, 2005[33]). Job postings that reference “fit with a younger team” or seek “digital natives” can serve as indirect barriers to older applicants (Fórum, 2017[34]). This is particularly evident in emerging industries, where older workers may lack up-to-date certifications. Evidence suggests that concealing age during the hiring process can significantly improve older candidates’ chances of advancing or receiving job offers (Neumark, 2020[35]; Bertrand and Duflo, 2016[36]).3 In this regard, skills-based hiring has emerged as an effective strategy to challenge age‑related stereotypes and expand employment opportunities for older workers (Butrica and Mudrazija, 2022[37]). For instance, the US federal government, the country’s largest employer, has taken the lead by fully transitioning to a skills-based hiring model for a range of technical roles (Box 4.6).
The US federal government is addressing workforce challenges by promoting skills-based hiring. This more inclusive approach can be beneficial for older workers who may not hold college degrees, often used as screening criteria in traditional hiring processes. It also supports individuals whose qualifications were obtained many years ago, which can disadvantage them in comparison to candidates with more recent educational backgrounds (OECD, 2019[9]; Butrica and Mudrazija, 2022[37]).
The 2020 Executive Order on Modernizing and Reforming the Assessment and Hiring of Federal Job Candidates initiated reforms to expand the use of competency-based assessments in federal hiring (U.S. Government Publishing Office, 2020[38]). These efforts continued with updated guidance for governments and employers, reinforcing the shift towards evaluating candidates based on skills rather than degrees (U.S. Government Publishing Office, 2020[38]; Ahuja, 2022[39]).
Eighteen states have since removed degree requirements for most public sector jobs through a combination of legislation and executive action (Waddoups, 2016[40]; Robins, 2024[41]). For example, Massachusetts launched the “Lead by Example” initiative, lowering entry-level education requirements and providing on-the‑job training. Maryland re‑evaluated degree requirements for state jobs, resulting in a 34% increase in applications from workers skilled through alternative routes (STARs) and the removal of degree requirements for 50% of state positions. Colorado implemented a comprehensive skills-based hiring policy across state agencies, incorporating an apprenticeship programme and establishing defined educational equivalencies for 90% of positions.
Major private employers, such as IBM, Google, Delta Airlines and Bank of America, have also removed college degree requirements from their hiring processes. Nationally, job postings requiring degrees dropped sharply, and between 2017 and 2019, degree requirements were removed from nearly 46% of middle‑skill jobs and 31% of high-skill jobs (Sigelman, Fuller and Martin, 2024[42]; Fuller et al., 2022[43]).
Investment in healthy workplaces is a central element of age management strategies to prevent work-related health issues and enable the labour market participation of older workers with health conditions. In the first place, mitigating the negative effects of work on individual health outcomes by strengthening occupational health policies can enable workers to remain employable and retain their productive capacity as they age (OECD, 2024[17]). Where health issues do arise, early action is key to enable reintegration into employment after a long-term sickness absence, possibly involving transitions into different roles or tasks.
4.3.1. Investment in workplace health prevention should be strengthened in Czechia
As discussed above, many aspects of work, including the work environment, job strain, work organisation and job quality can influence employee health and lead to work injuries or work-related illnesses (OECD, 2022[44]). In Czechia, the risks of both work accidents and, in particular, work-related health problems increase with age (Figure 4.5). To enable continued labour market participation of older workers, investments in workplace health are therefore of crucial importance. Both the regulatory framework and health promotion measures undertaken by employers play a role in creating a healthy working environment that supports good working conditions for workers at all ages.
Share of persons reporting a work-related health problem and an accident at work, Czechia, 2020
Occupational health and safety legislation plays a key role, but the labour inspectorate lacks capacity to enforce it
The legal framework on occupational safety and health forms the foundation of efforts to create healthy workplaces and minimise risks to employee health. In Czechia, occupational health and safety has a long history, with provisions on injury insurance first introduced in the time of the Austro-Hungarian Empire (Tuček, 2020[45]). With the accession of Czechia to the EU, the occupational safety and health framework was further strengthened (Ibid.). In accordance with EU regulation, the Czech legal framework on occupational health and safety places a number of obligations on employers towards their employees, including regular risk assessments, monitoring of accidents and diseases, the provisions of protective equipment, safety training for employees and the establishment of safety representatives (Verra et al., 2019[46]). In the 2024 ESENER survey, close to 80% of Czech companies indicated that they regularly carry out risk assessments (EU-OSHA, 2025[47]).
In Czechia, the State Labour Inspection Office, as well as its eight regional inspectorates, are responsible for enforcing legislation on occupational safety and health. In addition to health and safety, the labour inspectorate also enforces regulation relating to employment relations and working conditions. Moreover, regional public health authorities are responsible for inspections in some areas of health at work, such as the employer’s obligation to provide occupational healthcare to employees. In addition to inspection activities, the labour inspectorate and its associated research institute create guidelines and educational materials on occupational health and safety for companies. They also award the “Safe Enterprise” quality label to companies who have implemented an occupational safety and health management system, mainly targeting manufacturing companies with more than 100 employees.
Legislative requirements are one of the primary drivers for implementation of occupational safety and health measures, and labor inspections play a crucial role in enforcing them (Verra et al., 2019[46]). The possibility of labour inspection, and the threat of fines, play an important role in deterring employers from not complying with labour regulation (OECD, 2022[44]). However, the capacity of the labour inspectorate to inspect workplaces is declining over time in Czechia (Figure 4.6). Since 2013, the number of inspections per year has shown a decreasing trend, to 19 977 in 2023. The number of inspectors per 10 000 employed individuals has equally decreased significantly. Data from the ESENER survey also shows that the number of establishments that had been visited by a labour inspectorate in the three years prior to the survey has continuously decreased between three survey waves in 2014, 2019 and 2024, dropping to below the EU average (40%) in 2024 (EU-OSHA, 2022[48]; EU-OSHA, 2025[47]). Taken together, the data indicates that there is a need to strengthen the capacity of the labour office to ensure continued enforcement of occupational health and safety provisions.
Labour inspections and number of inspectors per 10 000 employed per year
The workplace health promotion landscape is underdeveloped
While employers are subject to legal requirements concerning the protection of employees against occupational risks, they can also take additional action to actively promote health and well-being in the workplace (OECD, 2022[44]). Workplace health promotion measures are aimed not only at prevention of illness or injury, but at holistically improving the health of workers and companies (Horváthová, Mokrá and Konečný, 2023[49]). In doing so, they enable the continued participation and productivity of workers across all age groups.
In Czechia, the prevalence of health promotion measures in companies is rather limited (Table 4.2). According to the 2019 ESENER survey, the share of companies implementing a range of health promotion measures is significantly lower in Czechia than across the EU, for all measures but one. With regard to specific measures that can support sustainable working lives, such as ergonomic equipment and reduced working hours for individuals with health problems, prevalence is somewhat higher. However, almost all these measures are less common in Czechia than across the EU.
Share of enterprises implementing health promotion measures, 2019
Source: EU-OSHA (2022[48]), Third European Survey of Enterprises on New and Emerging Risks (ESENER 2019): Overview Report, https://doi.org/10.2802/413156.
The Czech policy framework for workplace health promotion is underdeveloped, and awareness appears to be rather low, particularly among SMEs. While there are some initiatives for increasing awareness of the importance of workplace health investment, the landscape is rather fragmented (Verra et al., 2019[46]). A legal definition, framework or defined common standards for workplace health promotion do not exist (Šlachta and Hobza, 2010[50]). However, there have been some efforts to advance workplace health promotion, mainly focused on raising awareness of the issues, providing educational resources for companies and recognising companies who are performing particularly well. Since 2005, under the Ministry of Health, the “Health-Promoting Company” label has been awarded to companies who are excelling at implementing workplace health promotion measures (Box 4.7). This quality label has only been awarded to a small number of companies - less than 50 overall. While competition-style quality labels typically only incentivise a select number of firms, they can create reputational benefits for participating companies and may foster innovative practices (OECD, 2022[44]).
The Health Promoting Company competition has been conducted annually in Czechia since 2005, organised by the National Institute of Public Health. The aim of the initiative is to reward companies who are leading the way in health promotion initiatives. Companies who meet the criteria can be awarded one of three levels of “health-promoting company”, a label that must be renewed every three years.
Companies who are interested in the quality label fill out an application including a self-assessment questionnaire describing their workplace health promotion projects. An audit at the company’s workplace is then conducted, focusing on an evaluation of the workplace health promotion project.
The initiative also involves the organisation of an annual conference on health promotion in the workplace to gather company representatives, safety specialists, HR specialists and other stakeholders. In addition, thematically focused round tables are organised several times a year, aimed at employers interested in workplace health promotion.
There is substantial room for improving the policy framework around workplace health promotion in Czechia. In the first place, a joint definition of and framework for workplace health promotion should be developed (Šlachta and Hobza, 2010[50]). This should involve close co-ordination across stakeholders, including the Ministries of Labour and Health, but also other actors, such as social partners. A clearly defined framework for workplace health promotion can serve as a basis for mapping existing initiatives in this policy space and identifying gaps.
Ideally, the framework for workplace health promotion would be part of a broader strategy on health in the workplace, which currently does not exist. Efforts of other OECD countries to improve co-ordination across stakeholders and policy fields can serve as inspiration for this. For instance, Austria introduced a national strategy on health at work in 2019, with the aim of establishing a common understanding of occupational health management across actors, improving co‑ordination, increasing accessibility of information for companies and developing existing structures where necessary (OECD, 2025[30]). Elements of the strategy include a monitoring system, the adoption of a joint definition of occupational health management, the development of guidance for companies and the improvement of quality assurance and evaluation tools.
Building on a strategy for health at work, policy measures to incentivise the promotion of healthy workplaces could be introduced. One option are financial incentives, which are important levers for encouraging employers to move beyond basic accident prevention in their workplace practices (OECD, 2022[44]). Currently, no financial incentives for workplace health promotion exist in Czechia (Horváthová, Mokrá and Konečný, 2023[49]). A longstanding policy debate revolves around the design of accident insurance and potential reform to increase prevention incentives within the system, though several attempts at reform have failed in the past (Ducháčková, 2015[51]). However, there are also other mechanisms for introducing financial incentives for workplace health promotion. In addition to differentiated accident insurance premiums, examples of initiatives introduced in other OECD countries include tax credits for workplace health investment or subsidies, which can be targeted at specific groups such as SMEs (OECD, 2022[44]). In all cases, financial incentives should be combined with reinforced dissemination of guidelines and best practices (Ibid.).
Government can also strengthen legal frameworks to incentivise the promotion of health prevention measures in companies. For instance, France has implemented targeted policies aimed at preventing and mitigating the mental and physical effects of work (Box 4.8).
In France, two initiatives raise awareness of age‑related workplace challenges and support workers in transitioning to safer or more sustainable roles.
The Professional Prevention Account (Compte professionnel de prévention) gives workers in hazardous jobs greater autonomy to manage their career paths. Employees exposed to occupational risk factors, such as night shifts, rotating schedules, or high noise levels, accumulate points. These points can be used to transfer to a less hazardous role, finance professional retraining, shift to part-time work, or access early retirement.
The French policy on Strengthening Occupational Health Prevention (Renforçant la prévention en santé au travail) entitles all workers around the age of 45 to meet with an occupational physician. These consultations ensure that workers are physically and mentally fit for their roles and understand how to prevent occupational strain. Physicians can recommend job adjustments and support lifelong learning, including supervised role trials and re‑skilling opportunities within the same company. Since 2021, the law has also allowed workers returning from long-term leave to test new positions either within their current employer or with a different company.
Source: (OECD, 2024[17]), Promoting Better Career Choices for Longer Working Lives: Stepping Up Not Stepping Out.
Workplace health measures need to take psychosocial risks into account
Employment is often beneficial for mental health, but job-related strain and a poor psychosocial work environment can also cause mental health issues (OECD, 2015[52]). For older workers, exposure to psychosocial risk factors at work, such as work-related stress, could lead to substantially poorer health and earlier labour market exit (Toczek and Peter, 2023[53]). To effectively support workers’ health as they age, investment in mental health support is crucial. In recent decades, awareness of psychosocial risks at work has increased, and OECD countries have increasingly taken action to minimise these risks, through regulations relating to psychosocial risk assessment and prevention and the development of guidelines for companies on mentally healthy workplaces (OECD, 2021[54]).
In Czechia, 34.9% of workers aged 55‑64 state that they are exposed to risk factors adversely affecting their mental well-being at work, a share that is in line with workers aged 35‑54 (35%) and higher than that of the age group 15‑34 (30.4%) (Eurostat, 2023[55]). However, mental health issues in the workplace still receive very little attention. The legal provisions on employers’ obligation to conduct workplace risk assessments in Czechia do not make reference to psychological or mental health, nor are there are other legal provisions on preventing psychosocial risk factors (Franklin et al., 2021[56]). Mental health conditions are also not included in the official list of occupational diseases. Collective agreements do not include provisions on psychosocial risk factors, work-related stress or workplace bullying (Franklin et al., 2021[56]).
Share of enterprises using different types of health and safety services, 2019
Source: EU-OSHA (2022[48]), Third European Survey of Enterprises on New and Emerging Risks (ESENER 2019): Overview Report, https://doi.org/10.2802/413156.
Reflecting the underdeveloped legal framework on psychosocial risks, Czech employers are very unlikely to engage with psychologists. According to the 2019 ESENER survey, only 7% of Czech enterprises consulted psychologists for health and safety services (Figure 4.7). This contrasts with a large share of Czech companies who consult occupational health doctors or generalists on health and safety (84% for both) and is significantly lower than even the limited share of companies who consult psychologists at EU level (19%).
In addition, the ESENER data shows that companies in Czechia implement few actions to minimise psychosocial risks in the workplace. Only 9% of Czech enterprises have introduced an action plan to reduce work-related stress, the lowest share in the EU (EU-OSHA, 2022[57]) In addition, across five measures for decreasing psychosocial risks, the share of enterprises implementing measures in Czechia is significantly lower than the EU share (Figure 4.8). Only 18% of Czech companies offer confidential counselling for employees, while only 20% have measures for intervention if working hours are excessively long or irregular.
Against this background, strengthening measures for psychosocial risk prevention in the workplace is a critical priority for Czechia. In the first place, the legal basis for psychosocial risk management must be strengthened, by explicitly including provisions on psychosocial risks in the legal framework on workplace risk assessments and prevention. This would bring Czechia in line with the trend across the OECD, where a large number of countries have already taken action to explicitly incorporate psychosocial risks in regulations on occupational health and safety, and require employers to routinely assess psychosocial risks at work (OECD, 2021[54]; OECD, 2015[52]).
In addition, legal provisions on psychosocial risks in the workplace should be accompanied by tools to raise awareness and provide guidance for employers on how to manage psychosocial risks in the workplace and align with regulation. Fewer than half of Czech companies who regularly carry out risk assessments state that they have sufficient information on how to include psychosocial risks in their assessment (EU-OSHA, 2022[57]). Guidance tools can play an important role in supporting companies, particularly SMEs, in making adjustments to the work environment. For instance, in Denmark, sector- and job-specific guidance tools describe psychosocial risks and the resources companies can use to address them, and the Working Environment Authority supports employers in putting measures in place (OECD, 2015[52]).
Share of enterprises taking measures to decrease psychosocial risks, 2019
Source: EU-OSHA (2022[48]), Third European Survey of Enterprises on New and Emerging Risks (ESENER 2019): Overview Report, https://doi.org/10.2802/413156.
4.3.2. Early intervention is crucial to curtail long-term sickness absence among older workers in particular
Illness has significant negative effects on individual well-being, but also on productivity and labour market retention of older workers, incurring significant costs for employers and society (OECD, 2023[7]). People with chronic diseases are less likely to be employed and, when they do work, they have lower productivity and are more likely to be absent from work (OECD, 2021[54]; OECD, 2022[44]). In addition, prolonged sickness absence may lead to long-term labour market exit. In comparison to other age groups, older workers are less likely to experience a successful return to work following a long-term sickness absence (Madsen, 2019[58]). This makes active return to work management and workplace support for workers with health conditions a key priority for improving the labour market outcomes of older workers in particular.
Long spells of sickness absence are common in Czechia, and the incidence of sickness absences increase with age (Table 4.3). In 2023, close to 200 000 spells of terminated sickness absence lasted longer than six months, with 25 403 lasting longer than a year. There is a significant age gradient in the incidence of sickness absence, peaking in the age group 40‑49.
Against this background, intervening early on in sickness absence to enable transitions back into employment is of crucial importance for promoting the employment of workers at older ages. However, the institutional and employer landscape for sickness absence management and supporting return to work is currently underdeveloped. In 2019, less than 30% of Czech companies had a procedure in place to support employees returning to work after a long-term sickness absence, a share that had barely increased since 2014 and is the third-lowest in the EU (EU-OSHA, 2022[48]).
Terminated sickness absences by age, length and type of disorder, 2023
Source: OECD elaboration based on data provided by the Ministry of Labour and Social Affairs (MOLSA).
Participation in vocational rehabilitation is severely limited
The main labour market policy instrument for promoting return to work after sickness absence in Czechia is vocational rehabilitation through the PES. Vocational rehabilitation is in principle open to people on long-term sickness absence, on recommendation from their GP, but is principally aimed at persons with disabilities. The aim of vocational rehabilitation is to enable persons with disabilities to keep their current job or prepare for new roles that are suitable for them. Vocational rehabilitation is a voluntary proce ss, where interested individuals apply to the PES. In collaboration with an advisor, an individual plan is drawn up to enable return to work. This plan is developed based on the applicant’s medical fitness and the labour market situation, the latter being informed by the views of regional expert working groups composed of organisations representing people with disabilities and employers employing a large share of people with disabilities. The vocational rehabilitation plan includes a timeline for occupational rehabilitation, expected goals and methods for vocational rehabilitation such as counselling, retraining or participation in other employment support measures. Evaluations of vocational rehabilitation or data on the labour market outcomes of participants are not available.
While the vocational rehabilitation process is comprehensive, participation in it is very low. Data from the Czech PES shows that around 100 people participate in vocational rehabilitation per year (Figure 4.9). The data also confirms that virtually everyone who participates in vocational rehabilitation has disability status, confirming that this is currently the main target group of the service. While individuals on sick leave can make use of vocational rehabilitation in theory, this does not happen in practice.
Number of individuals participating in vocational rehabilitation, 2019‑24
Source: OECD elaboration based on data provided by the Czech Public Employment Service.
Early intervention for return to work after illness should be strengthened
In Czechia, vocational rehabilitation is typically only accessed after sickness absence, when individuals already have disability status. The maximum length of sickness absence in Czechia is a year, which can be further prolonged under certain conditions, meaning that individuals who participate in vocational rehabilitation will typically already have been out of the labour market for a prolonged period. International experience demonstrates that interventions to enable return to work at that point come too late, as return to work becomes substantially more difficult after even 90 days of sick leave (OECD, 2015[52]). As such, it is crucial to enable early intervention through structured case management while individuals are still on sickness absence in order to enable transitions back into employment.
While Czechia does not have any specific system for managing return to work following illness beyond the voluntary vocational rehabilitation system, there are very few actual legal barriers in place to prevent the establishment of such a system. There are no legal provisions preventing individuals from participating in rehabilitation or being in contact with the PES while they are on sick leave. In addition, the medical assessment service already conducts an assessment of remaining work capacity relative to the entire labour market after 180 days, though currently this is not used to introduce rehabilitation measures, but rather to ascertain further reductions in work capacity. Structurally, the system constitutes an excellent base for introducing stronger legal provisions for sickness absence case management. However, the voluntary nature of rehabilitation measures impedes effective early intervention for return-to-work.
Experience from other OECD countries demonstrates that the most effective systems for managing return to work are not voluntary, but rather introduce mutual obligations for both employees and employers, with defined timelines for managing return to work (Box 4.9). Czechia should aim to follow the example of these countries by introducing clearly defined, mandatory processes for sickness absence management. Introducing such a system in Czechia would also require closer co‑operation between the different institutions involved in return to work, including the Social Security Association, which is responsible for medical assessment, and the Labour Office, which is responsible for vocational rehabilitation. Currently, the co‑ordination of medical, social and vocational rehabilitation is very limited. Consideration should also be given to the relationship between personal physicians and medical assessment in determining remaining work capacity, particularly if medical doctors are to play a more significant role in managing return-to-work.
A number of OECD countries have implemented systematic and mandatory case management approaches to sickness absence. These case management approaches typically involve substantial co‑ordination between the different authorities and stakeholders involved in sickness absence management. In Denmark, integrated rehabilitation services are located in municipal job centres. An interdisciplinary rehabilitation team oversees the process, which also involves the health sector, labour market institutions, social services and the education sector. The rehabilitation team discusses needs and makes recommendations for each case, with a co‑ordinator responsible for the overall process and steering clients through it. In the Netherlands – where employers pay salaries for up to two years of sickness absence and workers are protected against layoff – responsibility for case management falls on employers, who are obliged to hire or engage a case manager to oversee the return-to-work process.
In several countries, e.g. the Netherlands, Norway and Sweden, procedures for sickness absence must involve the employer, who has to agree a mandatory reintegration plan in co‑ordination with the employee. In the Netherlands, within eight weeks of sickness absence, employer and employee have to agree on an action plan, which spells out the responsibilities of both sides for a quick return to work. In Norway, employer involvement in return to work is regulated in a tripartite workplace agreement, covering around 60% of all employees. The agreement obliges firms to seek and facilitate dialogue with sick-listed employees. While confidentiality of the medical situation is maintained in these countries, employers and employees must talk about work and workplace adjustments necessary to enable a faster return to work. These initiatives may be accompanied by guidelines on return to work for employers. For instance, in Denmark, guidelines for managers on how to deal with workers on sick leaves who have a mental health problem have been developed.
In some countries, efforts have also been made to address the role of physicians in the return-to-work process by introducing a stronger focus on remaining work capacity. In the United Kingdom, physicians issue a fit note, which describes what the patient is still able to do and what workplace adjustments may be necessary. In Sweden, the government has worked with medical associations to draw up diagnosis-specific sickness absence guidelines, which provide guidance for medical practitioners on elements such as the typical length of sickness absence. Other countries, such as the Netherlands, strictly separate GPs from the assessment of return to work. Instead, occupational physicians are exclusively responsible for certifying sickness absence and producing return-to-work plans.
Source: Adapted from OECD (2015[52]) Fit Mind, Fit Job: From Evidence to Practice in Mental Health and Work, https://doi.org/10.1787/9789264228283‑en.
Graded return to work and workplace accommodation tools can enable labour market participation
Recovery from a range of health conditions can be facilitated through graded return-to-work mechanisms, which enable employees to return to employment with a reduced number of working hours (OECD, 2022[44]). Graded return to work reduces the depreciation of workers’ skills and experience, decreases sickness expenditures and limits the negative effect of sickness absence on firm profits (OECD, 2023[59]). Research has shown that graded work increases the likelihood of long-term work resumption and decreases the risk of labour market exit into disability benefit, with greater success if intervention happens early on (Ibid.).
OECD countries are increasingly moving towards enabling graded return to work for workers on long-term sickness absence. These systems can take different forms, including voluntary graded return-to-work, such as in Austria, or obligatory graded work, as in Norway (Box 4.10). While the most promising graded work systems include mutual obligation framework and incentives for actors to promote gradual return to work, graded work can also have positive impacts in countries without such obligations (OECD, 2023[59]). However, in Czechia, an option for partial return-to-work does not exist. Introducing ways for workers to return to work gradually in Czechia, following the example of other OECD countries, could increase prospects for earlier return to work after sickness absence.
In some OECD countries, graded return to work is voluntary and relies on agreement between employers and employees. In Austria, this form of graded return-to-work was first introduced in 2017 (OECD, 2025[30]). Under the scheme, individuals who have been on sick leave for at least six weeks can, with employer agreement, return to work while reducing their previous working time by 25‑50%. The arrangement can last for six months initially and be extended a further three months. While on reintegration part-time workers receive a reintegration benefit to compensate them for lost earnings due to part-time work.
Some OECD countries, including Denmark, the Netherlands and Norway, have gone further and introduced graded work schemes with mutual obligations frameworks (OECD, 2023[59]). In Norway, for instance, graded work is obligatory for employees after eight weeks of sickness absence at the latest, except in cases where certifying doctors can justify why a full sick leave is needed. The Norwegian system has been shown to lead to a significant reduction in working hours lost to sickness absence, due to persons with remaining work capacity starting to work part-time and a reduction in the average time until a return to full-time work.
In addition to graded return to work, workplace accommodation tools can enable workers with health conditions to continue working. Workplace accommodation to meet the needs of workers with health conditions can involve changes in working time arrangements, but also in responsibilities or the broader working environment (OECD, 2022[44]). In Czechia, in accordance with EU law, employers are required to provide reasonable accommodations for workers with disabilities, but this does not cover all workers with health issues. Strengthening the eligibility of workers with health issues for workplace adjustment could promote greater labour market participation, with particular benefits for older workers. For employers, the costs of providing workplace accommodation are often rather small, as they tend to involve increases in flexibility rather than expenditure (OECD, 2023[7]).
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← 1. Through the Anti-Discrimination Act, in force since 1 September 2010.
← 2. The total funding requested was CZK 172 million, with CZK 109 million ultimately approved. Most projects are ongoing, with durations of 24 to 36 months.
← 3. However, anonymous applications screening has a more mixed evidence as it also limits positive discrimination.