Why India’s Right to Disconnect Bill Matters

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How much of an employee’s personal time should be spent on work has returned to the center of India’s workplace debate.

The discussion gained momentum after Lok Sabha member Supriya Sule introduced the Right to Disconnect Bill 2025 in the Lower House on 5 December.

Since then, questions around work-life boundaries, burnout, and constant digital availability have surfaced across corporate circles and social media platforms.

The proposed legislation seeks to grant employees a legal right to disengage from work-related calls, emails, and messages outside official working hours. 

It also provides for penalties for non-compliance, allowing authorities to impose sanctions of up to 1% of an employee’s total remuneration on companies or societies found in violation.

Explaining the intent behind the Bill, Sule said it aims to improve quality of life by addressing the “burnout caused by today’s digital culture.”

Digital tools have expanded flexibility and enabled remote work, but they have also blurred the boundary between work and personal life. The expectation of constant availability, once limited to senior leadership roles, has steadily filtered down across functions and levels.

A global labor force study by Amory Gethin of the World Bank and Emmanuel Saez of the University of California, Berkeley, shows that employed adults worldwide work an average of 42 hours a week. 

While the study notes significant variation by gender, age, and economic conditions, the 40-hour workweek continues to serve as a global benchmark.

In India, however, extended working hours and after-hours availability remain common across sectors, often without formal compensation. Responding to late-night calls or weekend messages is still widely viewed as a marker of commitment rather than excess.

That culture has been reinforced by public remarks from some of India’s most recognizable corporate leaders. Infosys co-founder Narayana Murthy reignited debate when he said, “I don’t believe in work-life balance. I have not changed my view. I will take this with me to my grave,” speaking to CNBC-TV18 at the Global Leadership Summit in Mumbai.

Larsen and Toubro Ltd (L&T) chairman S.N. Subrahmanyan echoed similar views, endorsing the idea of a 90-hour work week. “I regret I am not able to make you work on Sundays. If I can make you work on Sundays, I will be happier because I work on Sundays,” he said.

The Right to Disconnect Bill takes a clear position against this approach. While presenting the legislation, Sule cited studies warning that constant monitoring of work messages and emails can overtax the brain, leading to what she described as “info obesity.” 

The Bill argues that employees’ personal time must be respected and that they should not be expected to respond to work communication during non-working hours.

Industry responses to the proposal have primarily focused on employee wellbeing and organizational sustainability.

Krishnakumar Ramachandran, Vice-President for human resources at Maveric Systems, a technology services firm focused on banking and financial services, said, “Respecting employees’ personal time and maintaining reasonable work schedules are critical for sustaining creativity, fresh thinking, and high-performance outcomes, while also preventing burnout.”

He added that, if implemented, the Bill could provide a framework that gradually reshapes workplace expectations and customer behavior over time.

While some large companies continue to resist formal work-life boundaries, Ramachandran believes opposition from industry may be limited.

“Treating employees with respect, providing time to rest, and offering flexibility are critical to attracting and retaining top talent,” he said, adding that “most industries are already moving in this direction.”

Soumendra Rout, head of human resources at Satin Creditcare, a microfinance lender with a large field and digital operations footprint, offered a similar assessment. “For organizations operating in a digital-first model, this legislation provides welcome clarity around employee wellness and boundaries,” he said. 

Rout noted that while the Bill would require clearer internal protocols to define genuine emergencies, it could also help formalize practices that many companies already follow informally.

India would not be entering new territory. Countries including France, Portugal, and Australia have already enacted versions of right-to-disconnect laws, offering precedents for balancing flexibility with enforceable boundaries.

Even so, the Bill’s legislative prospects remain uncertain. As a Private Member’s Bill, it was introduced by a parliamentarian who does not hold a ministerial position.

In India’s parliamentary history, only 14 such Bills have been passed by both Houses and received Presidential assent, with none becoming law since 1970.

Regardless of whether it’s enacted, the Right to Disconnect Bill has already forced a wider reckoning. It has reopened questions about how Indian organizations define commitment, productivity, and responsibility in an always-connected workplace, and whether informal expectations can continue to substitute for clearly articulated boundaries.