Family Care Benefits in Czech Employment Law: Employer Duties and Risks

Ing. Veronika Sečková
Ing. Veronika Sečková
17.5.2026 | ARROWS law firm

Employees who care for family members face specific challenges that affect their productivity and loyalty. Since 2026, Czech legislation has made significant strides toward better supporting these individuals, for example through flexible work models. This article explains employers’ legal obligations, outlines specific benefits, and demonstrates how to implement a system that retains talented people on the team. It is intended for managers, business owners, and HR leaders who need to understand and properly address these issues.

The illustrative image depicts a specialist addressing issues related to the legislative framework for family care.

Legislative framework for family care in the Czech Republic

Under Czech law, caring for family members is not merely a matter of personal freedom, but also involves legislative regulations and labor law instruments. Employers are not merely “providers” of these benefits; they are entities with specific legal obligations and, at the same time, associated rights.

For a business owner or HR manager to have clarity, it is first necessary to understand what legal foundations exist and what has changed in recent months.

Changes effective from 1 January 2026

On 1 January 2026, an amendment to Act No. 48/1997 Coll., on public health insurance, came into effect. The change affected the category of persons for whom the state pays health insurance. Until 31 December 2025, the state paid insurance for a person who provides all-day care for at least two children under the age of 15. This category was abolished as of 1 January 2026.

From now on, the state pays health insurance only for a person who personally and properly cares for at least one child under the age of 7 and at the same time is not on maternity or parental leave, nor receiving parental allowance. This is an excellent shift: the age limit has been lowered (from 15 to 7), but the entitlement has been narrowed (you cannot be on leave or receive the allowance). The aim is to better motivate parents to return to the labour market.

If employees do not notify their insurer of this state-insured category in time, they may lose the right to state-paid insurance, which could put them in a difficult situation when claiming healthcare. The attorneys at ARROWS, a Prague-based law firm, recommend that employees or self-employed persons do not delay with this notification – it is an administrative step that can be handled without a lawyer, but the time limits must be observed.

Employer obligations under Section 241 of the Labour Code

The basic legal basis for supporting employees who care for their families stems from Section 241 of Act No. 262/2006 Coll., the Labour Code. This provision imposes on the employer an obligation, when scheduling shifts, to take into account the needs of an employee caring for a child. This is a so-called “obstacle to work on the employee’s side” – a legal reason that allows the employee a reasonable approach.

However, the second paragraph of the same provision is much more important: an employee caring for a child under 15 has the right to request shorter working hours or another suitable adjustment of working time. The key word here is “right” – it is not a favour, but a legal entitlement. The employer must comply with the request unless prevented by serious operational reasons. The employer must justify these in writing.

Serious operational reasons are not defined very precisely in the law itself – it is a matter of judicial assessment. Case law shows that a serious operational reason exists only where shorter working hours or a different schedule would make proper operations impossible, disrupt them, or seriously endanger them. “Hard-to-replace work” alone is not sufficient, especially where the solution could be, for example, hiring another employee on a part-time basis.

As of 1 October 2023, it also applies that the request must be in writing, and the employer – if it rejects it – must justify its refusal in writing; otherwise, it commits an administrative offence with a fine of up to CZK 200,000. Our practice in employment law can also help with setting up internal procedures, request templates and reasons for rejection. If the employer refuses without a serious reason, it faces a fine of up to CZK 300,000.

In practice, this means that an HR manager or business owner cannot simply say “no, it’s not possible” and leave it at that. They must do the work and write down why, specifically, shorter working hours or flexible scheduling would cause a problem. This is precisely what enables the attorneys at ARROWS, a Prague-based law firm, to defend the company in the event of a dispute with arguments supported by an operational analysis.

Most common questions about the legislative framework

1. What happens if an employee submits a request for shorter working hours and I reject it but do not state a reason?
The employer commits an administrative offence under the Labour Inspection Act and risks a fine of up to CZK 200,000. Labour inspectors focus on precisely this type of breach during inspections. The attorneys at ARROWS, a Prague-based law firm, can prepare documentation to help you demonstrate the existence of serious operational reasons in the event of an inspection.

2. Is the right to shorter working hours available to fathers as well, or only to mothers?
The law expressly refers to an “employee” regardless of gender. The right therefore applies to both fathers and mothers, as well as persons in similar caregiving relationships. Discrimination on the basis of gender or family role is not permissible. For the boundaries of an employer’s obligations when addressing individual situations, the follow-up text may also be useful: When must an employer offer different work and when can it give notice.

3. What is the shortest working time I can “grant” an employee?
The law does not set a minimum or maximum limit. In theory, the working time can be very low – it depends on mutual agreement. A certain boundary follows from practice – if it were entirely trivial or deliberately low, it could be seen as spiteful or as indirect discrimination. Here again, it is worth consulting a lawyer.

What benefits companies offer to caregiving employees

Legislation creates a framework of obligations, but benefits – i.e., advantages beyond the law – are primarily in the hands of the employer. This is where a company has the opportunity to build a reputation as a good employer and increase the loyalty and performance of its people.

Research shows that only one fifth of Czech companies maintain employee benefits for those who go on maternity or parental leave. This is a huge opportunity for companies that are more willing to do so.

Flexible working hours and part-time arrangements

The simplest and most commonly offered benefit is flexible working hours, which employees can choose themselves – for example, a working-time “core” from 9:00 to 13:00, with the rest spread between 6:00–9:00 and 13:00–18:00. The employee can then set the start and end of the day as needed, as long as they work the agreed number of hours.

Shorter working hours are then applied either by the employee working fewer hours per day, or working only on certain days of the week. Both approaches have their advantages – some prefer shorter days, others “long weekends”.

The attorneys at ARROWS, a Prague-based law firm, recommend that it is always clearly agreed whether this is a permanent or time-limited adjustment, and that everything is set out in the employment contract or in a separate agreement. Otherwise, a dispute may arise as to whether it is a permanent change or a temporary measure.

Financial contributions and wage top-ups

Many large companies offer wage top-ups during parental leave. For example, one telecommunications company pays parents on maternity leave the difference between their salary at the company and the financial benefits paid by the state. One major retail chain even tops up employees’ wages after they return from parental leave by the average growth in earnings during their absence.

When designing such a benefit, it is important to bear in mind that a cash payment such as a wage top-up is generally considered taxable income and is subject to tax and social security/health insurance contributions. The special limits for tax and contribution exemptions effective from 2026 apply primarily to non-cash benefits (or only to very specific cash benefits, such as contributions to children’s groups under certain conditions), not to a general wage top-up. For 2026, the average wage is CZK 48,967.

An employer may also provide an employee with a cash bonus upon the birth of a child—for example, CZK 5,000 plus a gift for the newborn. Or it may offer an extension of parental leave beyond the statutory three years, if that makes sense for the company. However, all of these items must be clearly specified in an internal regulation or a collective bargaining agreement; otherwise, they are not binding for employees.

Working from home and flexible models

The flexible amendment to the Czech Labour Code, which took effect on 1 June 2025, introduced an important change: employees on parental leave may now perform the same work for their employer under an agreement to perform work (DPČ) or an agreement to complete a job (DPP). This is a revolution—parents can stay connected with the company, contribute to projects, and gradually return to a normal routine without having to leave completely.

Many companies also allow working from home for parents with small children, even if they are not officially on parental leave. This can be agreed in the employment contract as a benefit, or it can be part of a broader “work from home” policy. In such a setup, clear rules are key—when the employee must participate in video conferences, what the expectations are regarding availability, and how work performance is measured.

Our attorneys in Prague at ARROWS see that companies that implement working from home systematically and with clear rules achieve better results and lower turnover. By contrast, companies where it is vaguely formulated or only possible based on ad hoc requests face more conflicts and, again, discriminatory situations where one employee is allowed more than another.

Other non-financial benefits

Health insurance coverage for carers is regulated through special state categories. Under the amendment effective from 2026, the state pays insurance contributions in the category “person caring for a child under 7”, but exclusively for those who are not on maternity or parental leave (with the aim of supporting their return to work). However, companies can go further. Many employers offer, within a “Cafeteria” programme, a choice between health-related benefits (fitness, wellness, massage, psychologist) and leisure benefits (cinema, books, leisure activities). 

Assistance programmes such as an Employee Assistance Program (EAP) or Zaměstnanecký asistenční program (ZAP) provide employees with 24/7 access to a psychologist, lawyer, or financial adviser. For parents caring for small children or elderly relatives, this is often invaluable help in dealing with personal or legal issues that can arise at the most unexpected times. Companies that provide such services praise them—employees feel supported even during personal crises and return to work with a lower psychological burden.

From 2026, health-related benefits are tax-exempt up to CZK 48,967 per year, and leisure benefits up to CZK 24,483.50 per year. Exceeding these limits means taxation and contributions.

Some companies also offer contributions towards babysitting or nursery fees. In the Czech Republic, this is a particularly valued benefit, because the shortage of places in kindergartens makes it difficult for parents to return to work. If a company arranges or contributes to childcare, it removes a significant obstacle. Our attorneys in Prague at ARROWS see that companies that do this retain talent that would otherwise have to look for a new employer after parental leave—and that would be a greater loss for the company than the cost of a nursery-fee contribution.

Most frequently asked questions about benefits for caregiving employees

1. Do I really have to maintain an employee’s benefits during maternity or parental leave?
It is not an unconditional statutory obligation—the law does not explicitly state that benefits must be provided during leave. However, you must be careful about discrimination. If you automatically deprive an employee of benefits solely because they are on leave, it may constitute indirect discrimination on grounds of sex. If benefits are not maintained during leave, this should be clearly agreed and applied equally.

2. What is the real impact of supporting employees who care for their family?
Studies show lower absenteeism, higher loyalty, better mental well-being, and lower turnover. Satisfied employees are more productive and leave less often. In the long term, investing in these benefits pays off.

3. How can I avoid this being discriminatory towards other employees?
Benefits must be provided equally to all employees in a comparable situation. This does not mean everyone must receive the same benefits, but that the rules for granting them must be consistent and non-discriminatory. For example, if you introduce special benefits for parents of small children (e.g., a nursery-fee contribution), this is not discrimination against employees without children, as it is a benefit targeted at a specific group with justified needs. However, it must not happen that one parent receives flexible working hours and another does not, if they are in a comparable situation and meet the same criteria. That would be discrimination. Our attorneys in Prague at ARROWS can help you set up a system that is fair and legally robust.

Practical risks: What must not be done

Regardless of how much we may wish to be on the employees’ side, the legal reality in the Czech Republic brings a number of specific risks. Companies often underestimate them—until labour inspectors arrive, an employee initiates litigation, or the situation becomes public with a negative impact on the company’s image.

Discrimination in the provision of benefits

The most common mistake companies make is that as soon as a female employee goes on maternity or parental leave, they automatically remove her from all benefits. For example, she stops receiving pension insurance to which she would otherwise be entitled, or someone “forgets” to calculate her loyalty bonus that she would otherwise receive. The Court of Justice of the EU as well as Czech courts say that this approach constitutes indirect discrimination on grounds of sex if the bonus or benefit is based on the logic of “active presence at work”.

The problem is that maternity and parental leave are legally recognised obstacles to work—an employee simply must not work (at least during the first 6 weeks after childbirth). It is therefore not possible to discriminate against her for what the law prohibits. However, if a benefit is linked to something that is objectively measurable (such as “presence at work on a certain date”), then not providing it during leave may not be discriminatory.

This is a very fine distinction, and our attorneys in Prague at ARROWS recommend that companies have their system legally reviewed.

Breach of the right to reduced working hours

If an employee submits a written request for reduced working hours or another adjustment and the employer rejects it without serious justification (or rejects it without written justification), this constitutes an administrative offence. A fine of up to CZK 300,000 is not negligible—these are real fines imposed by labour inspectors.

In practice, we see that companies often believe that a “serious operational reason” is something that can be easily asserted. That is not true. If the solution would be, for example, to hire a part-time employee or bring in a temporary worker to cover the missing hours, then the employer must consider this “solution” before insisting that reduced hours are impossible. Case law is very strict in this respect.

Inconsistent approach and hidden discrimination

Many prohibitions can be phrased “politely”, too. For example, when a manager informally says: “You know what, you can come in part-time, but then you won’t receive company benefits anymore—they only apply to full-time people.” Or when benefits are provided “only to employees on a main employment contract”, which in practice means they are more likely to be received by men, while women more often work part-time.

This is indirect discrimination—it is not a direct ban, but a seemingly neutral criterion that in fact disadvantages a particular group (in this case women, parents of small children). The fine for breaching the prohibition of discrimination can reach hundreds of thousands of Czech crowns, and reputational damage is added on top.

Breach of pay confidentiality

As of 1 January 2026, a new law applies: an employer must not prevent employees from exchanging information about wages, salaries, or bonuses. If it attempted to enforce a “pay secrecy” clause, it would be invalid. This also relates to benefits—employees commonly ask each other today what benefits they receive and whether they are the same. If it is found that benefits were provided in a discriminatory manner, this can lead to serious problems.

Lawyers from ARROWS advokátní kancelář recommend that companies have a clear, transparent benefits system that is accessible to everyone and applied without exceptions. This is not only a legal issue—it is a matter of culture and trust within the organisation.

Practical risks: What must not be done

Legal risks

How ARROWS helps (office@arws.cz)

Refusal of reduced working hours without written justification: Fine of up to CZK 300,000, inspection finding, reputational damage.

Preparation of detailed written justification of serious operational reasons; analysis of whether the situation can be resolved differently (for example by hiring an additional employee). Representation in the event of a labour inspection.

Withdrawal of benefits from an employee on maternity or parental leave: Indirect discrimination, fine of up to CZK 400,000 (under the Anti-Discrimination Act), claim for damages.

Audit of the current benefits system; design of a fair system; legal opinion on issues such as a loyalty bonus, pension contributions, cafeteria benefits during leave.

Inconsistent and covertly discriminatory approach: Women/parents learn about the unfairness, an inspection or court proceedings follow, negative publicity.

Drafting a clear, transparent internal policy on benefits; training for HR and managers; ensuring equal access without exceptions; advice on handling situations that have already arisen.

Lack of awareness of the new benefit tax exemption limits from 2026: Incorrect calculations of taxes and contributions, additional penalties, filing an additional tax return.

Legal and tax advice on the new limits (CZK 48,967 for health benefits, CZK 24,483.50 for leisure-time benefits); review of the benefits catalogue; ensuring compliance with tax law.

Inability to prove the existence of a serious operational reason in court proceedings: Losing in court, an order to grant reduced working hours, possible compensation for the employee’s lost income.

Assistance with operational documentation; preparation of evidence as to why reduced working hours are problematic in the specific role; representation in court proceedings; negotiations with the labour court.

How to avoid discrimination in a benefits system

Discrimination is not always a matter of an explicit ban such as “women must not take up managerial positions”. Often it is unintended, subtle differentiation that arises simply from a lack of attention.

In their consultations, lawyers from ARROWS advokátní kancelář encounter cases where the owner or HR manager had no idea they were acting in a discriminatory manner—it may have been an old habit or behaviour adopted from a predecessor.

Principle of equal treatment

The basic rule is: all employees in a comparable situation must be treated equally. This does not mean that everyone must receive the same—it means that the rules for applying benefits must be consistent. If you tell one part-time employee “benefits are only for full-time people”, then this rule must apply to all part-time employees, regardless of gender, age, or family status.

If you have benefits that are “for loyalty” or “for performance”, then the criteria for awarding them must be clear and measurable. If you were to say “we’ll give her fewer benefits because she is a mother and will behave differently,” that is direct discrimination on the grounds of motherhood. However, if bonuses were due only to employees who worked more than a certain percentage of hours in a year, and it happens that a mother working reduced hours does not meet that percentage, then—if the same criterion is applied consistently—this may be legally permissible under Czech law.

Documentation and transparency

The best prevention against discrimination is documentation. An internal benefits policy that is clearly written, accessible to everyone, and not backdated retroactively provides protection. If an employee or an inspector later challenges why someone was rewarded differently, you can refer to a clear rule.

Ideally, the benefits system should be audited at the outset. Lawyers from ARROWS advokátní kancelář can carry out such an audit—this is a service known as a “compliance audit” or a “legal audit of internal policies” and it can prevent disputes worth millions of Czech crowns.

Most common questions on discrimination and benefits

1. If I wanted to provide a higher bonus to employees who do not have children and work more, is that discrimination?
It is not automatically discrimination if the criterion is based on objective criteria (more hours worked, higher measurable performance). However, if the criterion is hidden (“you have a child, so you won’t get it”), it is discrimination. We recommend always having such rules reviewed by attorneys—the boundaries are thin.

2. May I have different benefits for different categories of employees (for example managers vs. regular employees)?
Yes, but there must be a lawful reason for the distinction (see, for example, managerial employees, specialists, experienced employees). However, it must not be based on gender, age, parenthood, or health status. If you want managers to have a higher pension contribution, that is fine if the criterion is genuinely the managerial position and not, for example, gender or family status. However, if the criteria for obtaining a managerial position or for filling it were discriminatory (for example, if only women had access to them, or conversely only men), then this would in fact lead to discrimination.

3. What documentation do I need to keep to defend myself in the event of a discrimination dispute?
The criteria under which benefits are granted; lists of employees who receive benefits, with an explanation why; emails or minutes documenting decisions. Everything should be kept with dates and reasoning. Attorneys from ARROWS, a Prague-based law firm, can help you structure such documentation.

How to implement a benefits system for caregiving employees in practice

Theory is one thing, but practical implementation is a completely different matter. Companies that tried to introduce benefits spontaneously without a strategy encountered problems—an inconsistent approach, budget surprises, disputes between managers about “who deserves it”.

Preparation phase: Audit and planning

First, you need to be clear about what you want to achieve. Is the goal to increase loyalty? Reduce turnover? Attract better people? Or reflect new legislation? Each goal leads to a slightly different strategy.

The second phase is an audit of the current situation. Map what benefits are currently provided, how they are unified or applied, and whether they are distributed fairly. Attorneys from ARROWS, a Prague-based law firm, specifically recommend an audit for which you invite a lawyer to tell you what is risky from a discrimination perspective or what violates the new tax limits effective from 2026.

The third phase is setting the budget and boundaries. How much can you afford for benefits? How large should the benefit be during parental leave? What will be the rule for granting reduced working hours? Etc. All of this must be approved by top management—these are strategic decisions with financial impacts.

Drafting in an internal policy

Once you have a strategy, it must be embedded in an internal benefits policy. This document should include:

  • Which benefits the company provides
  • The conditions under which they are provided (child’s age, length of employment, type of working hours, etc.)
  • The amount or calculation (e.g., the pension contribution is 3% of gross salary)
  • How a request for reduced working hours or flexibility will be assessed
  • How benefits are provided during maternity or parental leave
  • When it takes effect and how it may be changed (including, where applicable, informing employees)

It is very important that the policy is written so that it can be applied consistently—not so that it leaves room for subjective decisions by individual managers. Attorneys from ARROWS, a Prague-based law firm, can help you with the wording so that it is clear, legally robust, and at the same time flexible.

Training for managers and HR

It is not enough to have a nice policy—everyone who will apply it must know it. The HR department and team leaders must know what the rules are, what the exceptions are, and what is and is not allowed.

The training should cover:

  • Legislation (an employee’s right to reduced working hours, the prohibition of discrimination)
  • The internal policy and how to apply it
  • Common situations (what to do when a request for reduced working hours comes in? How are serious operational reasons assessed?)
  • Answers to employees’ questions

Attorneys from ARROWS, a Prague-based law firm, also provide training for HR professionals and managers focused on these practical issues—this is a service called “legal training” that you can order directly.

Monitoring and adjustment

Once the system is launched, it should be monitored. For example, twice a year the HR department can carry out an audit check: how many requests for reduced working hours were submitted? How many were rejected? For what reasons? Was the approach consistent? Are any patterns of discrimination emerging?

The results should be analysed and, if necessary, the system should be adjusted. If, for example, you see that 90% of requests come from mothers and 90% are rejected, that is a signal that something may be going wrong. Attorneys from ARROWS, a Prague-based law firm, can help with such an analysis and with proposing remedial measures.

Specific situations: Caring for older family members

Caring for parents or other relatives is also legally protected. Under Section 241 of the Czech Labour Code, an employee who predominantly provides long-term care on their own for a person who is dependent on the assistance of another natural person at level II (moderate dependency), level III (severe dependency) or level IV (total dependency) is also entitled to reduced working hours. This includes, for example, caring for a parent with dementia, after a stroke, etc.

The same principles apply to these employees as to parents of young children—the right to reduced working hours and to adjustments to the schedule. The benefits system should therefore be set up to include this group as well. In practice, unfortunately, this is often forgotten—companies think that family care is only about children.

An employee caring for an elderly parent may also apply for nursing care allowance (ošetřovné) if they meet the statutory conditions. Ošetřovné is a sickness insurance benefit paid by the state, but it is important for the employer to know that the employee may draw it and will return to work only after the need for care ends. This can last up to 9 days (or up to 16 days for single parents with a child). Attorneys from ARROWS, a Prague-based law firm, see that companies that also reflect care for older relatives earn the loyalty of older employees and also build the image of a caring company—which has a positive impact on recruitment.

Final summary

Caring for family—whether young children or older relatives—is a challenge that more and more employees face at work. The legal framework in the Czech Republic is gradually improving: from 1 January 2026, the conditions for caring for children under 7 are defined more clearly, health insurance is paid by the state, and employees have a legally protected right to reduced working hours or flexibility, unless the employer is prevented by serious operational reasons.

Companies that have understood this and that systematically build a culture of supporting employee caregivers achieve measurably better results: lower absenteeism, higher performance, greater loyalty, and better recruitment. At the same time, they face a lower risk of discrimination fines and gain a positive reputation in the labour market—which is invaluable in the competition for talent.

We therefore recommend that employers have their internal policies reviewed by attorneys. The attorneys at ARROWS, a Prague-based law firm, have many years of experience auditing benefit systems, setting them up to be fair and legally robust under Czech legislation, and advising on the resolution of conflicts that have already arisen or labour inspection audits.

If you want to move your company towards better support for employees caring for their families while also saving yourself problems with the law and discrimination, contact office@arws.cz to arrange a consultation. Your employees deserve it—and your company will benefit financially and reputationally.

FAQ - Most common questions on flexible work, benefits and reduced working hours

1. If our company has only a few dozen employees and we cannot afford a sophisticated benefits system, what is the minimum we should do?
The minimum is to ensure that an employee can request reduced working hours or flexibility under Section 241 of the Czech Labour Code, and that you respond in a timely manner and in writing. If you have more resources, add a contribution towards preventive healthcare or a meal allowance. The attorneys at ARROWS, a Prague-based law firm, can help you prepare a simple but legally robust internal policy.

2. What happens if an employee knew they had the right to reduced working hours but, for some reason, did not request it?
The employee’s legal entitlements do not lapse as a result. If the employee later says, “I should have reduced hours,” they may then request it retroactively and, in some cases, even claim compensation for lost wages. It is better to be proactive and inform employees of this right.

3. If I have taken on the care of an elderly parent and want to reduce my working hours, how should I proceed?
You must submit a written request to your employer specifying that you provide long-term care for a person who is dependent on the assistance of another natural person at level II (moderate dependency), level III (severe dependency) or level IV (total dependency). You should also prepare documentation from the Labour Office or a healthcare professional confirming that the person falls within these levels of dependency. The employer must then respond in a timely manner and in writing. If you are concerned that your request may be unlawfully refused, you can consult the attorneys at ARROWS, a Prague-based law firm.

4. What are the specific tax-exemption limits for benefits in 2026?
Non-cash health benefits (physiotherapy, wellness, massage, psychologist, glasses, etc.) are exempt from personal income tax and social security/health insurance contributions up to CZK 48,967 per year—this is the average wage in the Czech Republic for 2026. Non-cash leisure-time benefits (fitness pass, cinema, books, etc.) are exempt up to CZK 24,483.50 per year (half of the average wage). Exceeding these limits means taxation and contributions apply.

5. Is an employee on parental leave entitled to employer benefits even when they are not at work?
The law does not explicitly regulate this as an entitlement, but the key is to avoid discrimination. If an employer automatically suspends or withdraws benefits from an employee on parental leave without an objective, non-discriminatory reason (e.g., the benefit is tied to active performance of work, which cannot be met), this may constitute indirect discrimination on the grounds of sex. The attorneys at ARROWS, a Prague-based law firm, can help you set this up in a legally robust way.

6. What if an employee on reduced working hours says they “don’t feel like” working that way anymore? Can I cancel it?
If the agreement on the adjustment of working hours was concluded for a fixed term (e.g., “for one year”), you can end the adjustment upon its expiry. If it was concluded without a time limit, you cannot cancel it that easily—you should discuss it with the employee and reach an agreement. Unilateral cancellation could be considered a breach of Czech employment law. The attorneys at ARROWS, a Prague-based law firm, can help you proceed in a legally robust manner.

Notice: The information contained in this article is of a general informational nature only and is intended to provide basic guidance on the topic based on the legal situation as of 2026. Although we take the utmost care to ensure accuracy, legal regulations and their interpretation evolve over time. We are ARROWS advokátní kancelář, an entity registered with the Czech Bar Association (our supervisory authority), and for maximum client protection we are insured for professional liability with a limit of CZK 400,000,000. To verify the current wording of regulations and their application to your specific situation, it is necessary to contact ARROWS advokátní kancelář directly (office@arws.cz). We accept no liability for any damages arising from the independent use of the information in this article without prior individual legal consultation.

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