A feasibility study is not required by law, but can be used. It is used when there is doubt about the usefulness of track 2 and offers clear evidence towards the UWV. This way, employers and employees can act wisely and legally responsibly within the reintegration process.
When is a feasibility study necessary?
A feasibility study for second track reintegration is used when: there is doubt about mediability from an employee to other work outside their own organization. It is not a mandatory step by law, but often essential in practice to design the reintegration process in a substantiated and legally secure manner.
Typical situations in which a feasibility study is used:
- The company doctor or employment expert notes that track 2 may not be feasible.
- There are serious restrictions that make mediation seem almost out of the question.
- Employer and employee are considering an early WIA application
- There is a need for justification for not starting or stopping of a second track route
- The file should be strengthened in order to obtain an expert opinion or possible wage penalty
Role of the Gatekeeper Improvement Act
According to the Gatekeeper Improvement Act, employers and employees are obliged to actively work together to reintegrate. If track 1 (returning to your own or other work with the current employer) is not feasible, track 2 must be deployed.
But: if there are compelling reasons to suspect that track 2 is pointless, this must be properly substantiated. A feasibility study offers a professional and objective framework for this and helps prevent a wage penalty from the UWV due to insufficient reintegration efforts.
Who initiates a feasibility study?
A feasibility study can be proposed by:
- The company doctor, if they doubt the perspective on external work
- The employment expert, after a first track analysis
- The employer, if he wants to check whether starting track 2 is correct
- The reintegration coach, in consultation with the parties involved
The outcome is then discussed with everyone involved, and forms an important part of the absenteeism file.
Connection with WIA application
In the case of an early or regular WIA application, the feasibility of reintegration plays a central role. A well-founded feasibility study:
- Reinforces the file to the UWV
- Can help to request an expert opinion
- Avoids employer or employee from arguing about insufficient effort
Especially for employees with a risk of complete disability (80-100%), such an investigation is often decisive.
More information at the UWV
The official rules and current amounts or deadlines are available at UWV about reintegration. These can change, so always check them at the source itself for a concrete situation.
Looking for guidance with a track 2 process?
Care4Careers supports employers and employees with expert guidance, customized solutions and complete file structure. Feel free to contact us.
Een goed uitgevoerd haalbaarheidsonderzoek is cruciaal voor succesvolle re-integratie tweede spoor, zodat zowel werkgever als werknemer weten wat de mogelijkheden zijn.
Frequently Asked Questions
When is a feasibility study needed?
When there is doubt about whether a second-track programme makes sense, for instance because of capacity or the distance to the labour market.
Who can propose a feasibility study?
The company doctor, the labour expert, the employer or the employee. It often comes up around the first-year evaluation.
What happens with the outcome of a feasibility study?
It substantiates whether track 2 starts, is postponed or is left out. UWV weighs that reasoning in its assessment after two years.
Part ofSecond track in practice
Sources
The legal statements in this article are based on the sources below. Legislation changes; always check the current text for your own situation.
- UWV. (n.d.). Re-integratie bij ziekte. Retrieved on 13 August 2026, from www.uwv.nl/nl/ziek/re-integratie
About the author

Program Designer & Project Lead
With over 30 years of experience in HR, project management, and career development, I enjoy working at the intersection of strategy and implementation, always balancing organizational goals with human perspective.
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