The idea of a right to disconnect law is gaining global attention as workers struggle with blurred boundaries between professional and personal life. These laws give employees the legal right to ignore after-hours emails and messages without fear of penalty. While they offer important protection, many professionals still find themselves tethered to work long after the day is over. Why? Because legislation alone cannot solve the deeper cultural and structural forces behind the endless workday.

The Rise of Right to Disconnect Laws

France pioneered right to disconnect legislation in 2017, requiring larger companies to respect after-hours boundaries. Since then, countries like Spain, Italy, Belgium, Greece, Mexico, Australia, and even Ontario in Canada have adopted their own versions. Research shows these laws can improve work-life balance and even boost company performance by reducing burnout and increasing productivity. Yet the impact varies widely: strict enforcement delivers real benefits, while weak or partial implementation often falls short.

Why Right to Disconnect Laws Aren’t Enough

The problem is that work no longer fits neatly into “9 to 5.” In a global economy, it’s always office hours somewhere. Remote and hybrid work has made flexibility a top priority, with some people thriving as early risers and others working best late at night. A blanket ban on after-hours communication risks removing the very autonomy that flexible work provides. For example, if one team member drafts an email at night, another may prefer to read and respond first thing in the morning. The law may protect against overwork, but it cannot accommodate every individual rhythm or global collaboration need.

Designing Boundaries Beyond Legislation

The real solution isn’t just in passing laws — it’s in redefining workplace culture. Right to disconnect laws send a powerful signal: flexibility should never mean being “always on.” But signals must become practice. Organizations need to create systems and norms that respect personal boundaries while preserving autonomy. Leaders can set clearer expectations, managers can model healthy disconnection, and employees can build personal routines that protect their downtime. In the end, lasting change will come not from legal mandates but from intentional design of how we work in a digital-first, global economy.