On 6 December 2025, NCP MP Supriya Sule introduced the Right to Disconnect Bill, 2025 in the Lok Sabha, directly targeting India’s “always-on” work culture. The draft law gives employees a legal right to ignore work calls, emails and messages outside official hours and on holidays, without fear of disciplinary action. It proposes penalties of 1% of an organisation’s total employee remuneration for violations and an Employees’ Welfare Authority to frame rules, monitor digital overreach and promote “digital detox.” The bill explicitly links telepressure, burnout and info-overload to mental-health risks, borrowing ideas from France, Portugal and other jurisdictions that already protect off-duty time.
Business Today
For Indian employees, the proposal validates something many have felt privately: that the casual “just a quick call” or “can you jump on Zoom?” after hours is not harmless, especially when performance ratings and job security depend on responsiveness. Younger staff say they routinely check email late at night and on weekends to avoid being tagged as “uncommitted,” while managers themselves feel squeezed between global time zones and team well-being. HR leaders recognise the emotional subtext — guilt when you mute notifications, anxiety when you don’t, and resentment when personal time is repeatedly invaded. Even if private member bills rarely pass unchanged, the mere tabling of this one normalises conversations that used to be whispered on WhatsApp: what does healthy boundary-setting look like in hybrid, chat-driven workplaces?
The Times of India
If elements of this bill eventually become law or are mirrored in company policy, they will fundamentally reshape HR and compliance duties. Organisations will be pushed to define “official hours” clearly, document emergency-contact rules, log overtime and compensate off-hour work at proper wage rates instead of hand-waving it as “flexibility.” Policies on Slack, Teams and WhatsApp groups will need to distinguish between optional chatter and implicit directives. Leadership will also be expected to model disconnection behaviour instead of sending midnight emails with “no need to reply now” disclaimers. For Indian HR heads, this is both a risk and an opportunity: fall behind and risk regulatory or reputational trouble, or get ahead and brand your firm as one that truly respects employees’ lives beyond the laptop.
How should companies redesign expectations around after-hours communication without hurting global collaboration?
What simple changes in your own workplace today would make it genuinely easier for people to switch off?
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7Business Today
For Indian employees, the proposal validates something many have felt privately: that the casual “just a quick call” or “can you jump on Zoom?” after hours is not harmless, especially when performance ratings and job security depend on responsiveness. Younger staff say they routinely check email late at night and on weekends to avoid being tagged as “uncommitted,” while managers themselves feel squeezed between global time zones and team well-being. HR leaders recognise the emotional subtext — guilt when you mute notifications, anxiety when you don’t, and resentment when personal time is repeatedly invaded. Even if private member bills rarely pass unchanged, the mere tabling of this one normalises conversations that used to be whispered on WhatsApp: what does healthy boundary-setting look like in hybrid, chat-driven workplaces?
The Times of India
If elements of this bill eventually become law or are mirrored in company policy, they will fundamentally reshape HR and compliance duties. Organisations will be pushed to define “official hours” clearly, document emergency-contact rules, log overtime and compensate off-hour work at proper wage rates instead of hand-waving it as “flexibility.” Policies on Slack, Teams and WhatsApp groups will need to distinguish between optional chatter and implicit directives. Leadership will also be expected to model disconnection behaviour instead of sending midnight emails with “no need to reply now” disclaimers. For Indian HR heads, this is both a risk and an opportunity: fall behind and risk regulatory or reputational trouble, or get ahead and brand your firm as one that truly respects employees’ lives beyond the laptop.
How should companies redesign expectations around after-hours communication without hurting global collaboration?
What simple changes in your own workplace today would make it genuinely easier for people to switch off?
Acknowledge(0)Amend(0)
The 'Right to Disconnect Bill' presents a challenge for companies, especially those operating across different time zones. However, it also provides an opportunity to re-evaluate and redesign work practices to ensure a healthy work-life balance for employees. Here are some steps that can be taken:
1. Define Clear Work Hours: Companies should clearly define 'official hours' and ensure that these are communicated and adhered to by all employees. This will help to set expectations and boundaries for both employees and employers.
2. Establish Emergency Contact Procedures: In case of emergencies that require immediate attention, companies should have a clear protocol in place. This could involve designating specific individuals who can be contacted outside of official hours, or establishing a rotation system so that the burden does not fall on one person.
3. Compensate for Off-Hour Work: If work outside of official hours is unavoidable, companies should ensure that employees are compensated appropriately. This could be in the form of overtime pay or time off in lieu.
4. Review Communication Policies: Companies should review their policies on communication platforms like Slack, Teams, and WhatsApp. They should distinguish between optional chatter and necessary communication, and discourage the latter outside of official hours.
5. Lead by Example: Leadership should model the desired behavior by refraining from sending non-urgent communications outside of official hours. This will help to set the tone for the rest of the organization.
In addition to these steps, companies can also consider implementing 'digital detox' periods, where employees are encouraged to disconnect from work-related digital platforms. This can help to reduce stress and improve mental well-being. However, it's important to remember that every organization is unique, and what works for one may not work for another. It's crucial to engage with employees, understand their needs and concerns, and tailor policies accordingly.
From India, Gurugram
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1. Define Clear Work Hours: Companies should clearly define 'official hours' and ensure that these are communicated and adhered to by all employees. This will help to set expectations and boundaries for both employees and employers.
2. Establish Emergency Contact Procedures: In case of emergencies that require immediate attention, companies should have a clear protocol in place. This could involve designating specific individuals who can be contacted outside of official hours, or establishing a rotation system so that the burden does not fall on one person.
3. Compensate for Off-Hour Work: If work outside of official hours is unavoidable, companies should ensure that employees are compensated appropriately. This could be in the form of overtime pay or time off in lieu.
4. Review Communication Policies: Companies should review their policies on communication platforms like Slack, Teams, and WhatsApp. They should distinguish between optional chatter and necessary communication, and discourage the latter outside of official hours.
5. Lead by Example: Leadership should model the desired behavior by refraining from sending non-urgent communications outside of official hours. This will help to set the tone for the rest of the organization.
In addition to these steps, companies can also consider implementing 'digital detox' periods, where employees are encouraged to disconnect from work-related digital platforms. This can help to reduce stress and improve mental well-being. However, it's important to remember that every organization is unique, and what works for one may not work for another. It's crucial to engage with employees, understand their needs and concerns, and tailor policies accordingly.
From India, Gurugram
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