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Right to disconnect: what would a UK version look like?


Liam Kenealy, associate solicitor at Lupton Fawcett, outlines the different approaches other countries have taken and how the new UK government might interpret it.


Different Approaches


The different countries that have adopted this right have applied it in different ways. Australia, for example, has made it so that outside their working hours, employees can refuse to monitor, read or respond to contact or attempted contact from their employer, or another person if the contact is work-related (for example, work-related contact from clients or members of the public) unless the employee’s refusal is unreasonable. Ireland, which introduced the right in April 2021, has a slightly different interpretation, with its right to disconnect including:

·        a right not to work routinely outside of normal working hours;

·         a right not to be penalised for refusing work outside normal working hours; and

·         a duty to respect another’s right to disconnect (by not routinely emailing or calling outside normal hours).

Belgium, on the other hand, has adopted different approaches depending on whether the employer is a public or private sector employer, with civil servants having the right to not be contacted outside of normal working hours, whereas private sector employees, simply have a right to have a written agreement in place on the right to disconnect.

What are the consequences of not complying?


The approaches of all three of the countries above lack any serious punishments for employers failing to implement the right to disconnect, which is in contrast to the approach adopted by Portugal where companies with more than 10 employees can be given significant fines if they fail to uphold an employee’s right to not be contacted outside of their contracted hours, other than in exceptional situations.

What about the UK approach?


Labour had initially said that they would introduce the right as part of their Employment Rights Bill which they promised to publish in the first 100 days of them taking power. The right to disconnect was, however, one of the casualties from Labour’s manifesto that didn’t make the Bill. Labour has committed to introduce this in the future, although it is unlikely to happen in the next couple of years, so what could a UK right to disconnect look like:

  • an obligation on employers to engage in discussions with their employees over a right to disconnect policy
    • a new Statutory Code laying out the framework that employers will be expected to comply with
      • the freedom for employers to agree the terms of the policy with their employees taking into account their industry, the particular demands on the business, and when employees can be contacted outside of normal working hours
        • the freedom for employers to agree the terms of the policy with their employees taking into account their industry, the particular demands on the business, and when employees can be contacted outside of normal working hours
          • the potential for Employment Tribunals to increase compensation by up to 25% where an employee can show that they were repeatedly contacted by their employer outside of their normal working hours and are successful in making another employment-related claim. Breach of the right to disconnect is not expected to result in employees being able to bring a standalone claim.
          • Actions employers can be taking


            Even though it is unlikely that there will be a legal obligation for employers to provide the right to disconnect for employees in the next few years, with employee wellbeing and work-life balance becoming of increased importance for both employers and employees alike, the right to disconnect is a potentially important tool in ensuring employees are able to draw a distinct line between working time and personal time. As such, regardless of the right to disconnect coming in, and what that may look like, employers may want to consider steps such as:

            • monitoring the time spent by employees on work activity outside of normal working hours, and seeing if particular individuals or teams have working methods/patterns that cause any concern
              • encouraging the sending of e-mails, particularly internally, within working hours
                • managing expectations by adding the company’s/an individuals normal working hours to e-mail footers
                • This article first appeared in People Management on 4 November 2024.

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