05
Fri, Mar
103 New Articles

How Employment Law Became a Factor for Investors in CEE

How Employment Law Became a Factor for Investors in CEE

Czech Republic
Tools
Typography
  • Smaller Small Medium Big Bigger
  • Default Helvetica Segoe Georgia Times

Had one taken a look at the employment laws in, say, Germany or France in 1989 and compared them to the then Czechoslovak Labor Code, one would have been surprised: The law in formerly Socialist countries was so pro-employer that it looked like a capitalist law from the 1920s.

Protection of employees in matters such as unfair decisions by their superiors, dismissals, protection in the event of sickness, duration of vacation, and maximum working hours was a lot worse than in the EC countries at the time. And this is before we consider work safety, actual employee involvement in management, protection of privacy, non-discrimination, and so on. In practice, matters were even worse, as employees were often forced to accept contractual penalties, wage cuts, and other unjust actions because of a lack of information, a lack of courage, inefficient legal protection, or simply the need to keep their job.

Maybe because in theory the factories before were owned by the workers themselves, Czechoslovak (and Hungarian and Romanian) employees were not able to enjoy many of the privileges their colleagues in Western Europe had, such as the six weeks of vacation or 35-hour working weeks guaranteed in France or Germany. Moreover, trade unions – a former pillar of the communist regimes – had such a bad reputation that workers exited from them en masse. And although a few areas – such as energy, railways, and state administration – remained unionized, even in those there were extremely few collective disputes. Strikes, as important as they were in the 1980`s in Poland and later during the various national revolutions across Eastern Europe, were subsequently almost unheard of.

In addition, while social security charges for employers were higher in this part of the world than in Western European countries (even today in the Czech Republic today the rate is 34%, and in Slovakia even higher, compared to Germany’s 21%), with wages only one third of the average wages a few miles to the west, this was only a moderate cost.

For more than 20 years, Western trade unions tried to convince Czech employees to become as self-confident as their colleagues in the West. Only in a few instances, such as with Skoda Auto, did they find much success. 

This did not mean, however, that employees were defenseless, and in fact they often resolved their dissatisfaction with employers in unexpected ways. For instance, productivity is often lower than expected, even with much of the salary coming in variable parts – an indication of demotivation. Even though sickness was and is sanctioned financially, for instance, absences in Czech as well as Slovak companies remain higher than in the foreign parent companies, leading to such things as a “bonus for attendance” – a reward to employees simply for not calling in sick.

Company theft – a phenomenon much more common here than in Western Europe – is another way employees in this part of the world attempt to rebalance a perceived inequality. In interviews with employees accused of theft one often hears the internal justification: “They pay us so much less than in their Western parent companies, I was justified in making up for my low wages by simply taking this thing.”

The most obvious sign of bad labor relationships, of course, is high turnover in the workforce. Recent years have witnessed a high demand for skilled staff, and the Czech Republic, for instance, has unemployment levels below Germany. As a result, frustrated or dissatisfied employees who once may have sought the assistance of a trade union, works council, or state court (into which trust as to quality and speed is still very low), will often now simply leave the firm. Since 2004/2007 the possibility of working at a much–better-paid position in London, and since 2011 in Munich, is a realistic option and has lead to an undeniable brain drain, most visible in the hospitals all over the region.

On the other hand, employers cry for more flexibility in working relations, for instance to introduce so-called “working hours accounts,” allowing them to react faster to increases and decreases in demand, as they are used to in their German or US operations. New matters such as working from home that are not covered by the old laws have sprung up. Both employers and employees have to deal with the new digitalized economy, where the old eight-hour working day to be performed in a factory or an office is slowly but surely becoming a thing of the past. 

What will the countries in our region do in order to stay attractive to investors in the present situation? Although the wage cost advantage of the CEE countries is disappearing (albeit slowly), a qualified workforce will become even more scarce.

But couldn’t modern employment laws allowing for the flexibility needed in the 21st century, together with institutionalized mechanisms of solving conflicts between employers and their employees, become an advantage in the international race of CEE countries for competitiveness?

By Arthur Braun, Partner, bpv Braun Partners

This Article was originally published in Issue 3.4 of the CEE Legal Matters Magazine. If you would like to receive a hard copy of the magazine, you can subscribe here.

Czech Republic Knowledge Partner

HAVEL & PARTNERS, attorneys-at-law, with offices in Prague, Brno, Bratislava, Pilsen, Olomouc, and Ostrava, has a team of 220 lawyers, tax advisors and 500 employees in total, is the largest independent law firm in Central Europe.

Our clients include large international companies, leading Czech and Slovak firms, including strategic state-owned companies and public sector authorities, as well as medium-size businesses, individual entrepreneurs, and investors. We advise approximately 100 of the Fortune 500 companies, and almost 50 of the Czech Top 100 companies. HAVEL & PARTNERS currently provides its services to a total of 2,000 clients. We have the most comprehensive international support available to both Czech and Slovak law firms. We provide legal and tax advice in 12 world languages in more than 90 countries around the globe. Up to 70 % of the transactions we deal with involve an international aspect.

HAVEL & PARTNERS was named the best law firm operating in the Czech Republic by the prestigious British rating agencies Chambers and Partners (2020) and Who’s Who Legal (2018, 2019). It is also the most successful law firm, providing the most comprehensive legal services in the Czech Republic and Slovakia, based on the total number of all nominations and awards in all years of the Law Firm of the Year awards. The firm became the absolute winner of this competition four times in the last six years, receiving the main award Domestic Law Firm of the Year in the Czech Republic (2015, 2017, 2018, 2020) and ranking as one of the most recommended law firms in all categories of law. Our company is also a three-time winner of the Law Firm of the Year award for Best Client Services (2015, 2016, 2019). In the field of M&A, HAVEL & PARTNERS is the best law firm in the Czech Republic based on the annual International Advisory Experts awards (2018, 2019). In Slovakia, it also won the prestigious global M&A Today Awards (2013–2018) for Mergers & Acquisitions six times in a row, and repeatedly won first place in the ranking by Lawyer International Legal 100 (2017, 2018). Prestigious international rating agencies EMIS DealWatch and Mergermarket have ranked HAVEL & PARTNERS among the leading law firms by the number of transactions completed in the entire CEE region since 2009. Based on annual awards of the Acquisition International magazine, HAVEL & PARTNERS has become the Law Firm of the Year 2019 in the M&A category in the CEE region.

Firm's website: https://www.havelpartners.cz/en/

Our Latest Issue