10.47pm. Your phone buzzes. Another “urgent” email. A file to wrap up by tomorrow morning. Sound familiar? You are not alone: more than 60% of French employees find it hard to switch off. And the problem is especially acute among managers, a majority of whom are calling for the right to disconnect to be strengthened.
Yet this hyper-connectivity is a double-edged sword. According to a note from the French Treasury (Direction Générale du Trésor), the impact of digital technology on our attention comes at a heavy price: at work, we spend an average of 20 to 120 minutes a day scrolling for non-work reasons. The upshot? A loss of productivity of €10bn a year, on top of the €5bn tied to the health toll (stress, anxiety). The Treasury even warns of a potential loss of 2.3 percentage points of GDP by 2060, owing to the erosion of future generations’ cognitive abilities.
From what it actually means to the tried-and-tested solutions, by way of the real issues at stake and the companies leading by example, here is our overview.
1. The right to disconnect: a clearly defined legal framework.
In 2016, France became a pioneer by writing the right to disconnect into its Labour Code. Article L2242-17 defines it as “the right of every employee not to be connected to a work-related digital tool outside their working hours”. A major step forward, with a clear aim: to protect our work-life balance.
In concrete terms, this right is intended to “ensure that rest periods and holidays, as well as personal and family life, are respected”. More than a mere recommendation, it is a legal obligation for companies with more than 50 employees. They must negotiate the terms of this disconnection with their staff or, failing that, draw up a charter.
But almost 10 years on from its introduction, where do we really stand?
2. The state of play in 2025: where are we now?
Let’s take a closer look at the figures. The latest Empreinte Humaine-OpinionWay barometer for 2025 gives us a telling snapshot of the situation: 48% of French employees report experiencing moments of psychological distress, while 61% of them mention weekly work-related stress. These findings invite us to reflect on our digital habits at work.
The sheer volume of work communications neatly illustrates this digital intensification: DARES reveals that the average employee handles 117 emails and 153 instant messages a day. A routine that is reshaping our habits: 40% of employees already start checking their emails before 6am. Managers are particularly affected by this shift: one study finds that nearly 60% of them would like to see the right to disconnect strengthened, suggesting that the current arrangements are ripe for a rethink.
Remote work, which now applies to 26% of employees, has also transformed our relationship with the office. By merging our professional and personal spaces, it prompts us to redraw our boundaries. The rise in video calls (+45% since 2020) and new ways of collaborating have created fresh dynamics: 20% of remote workers are still searching for the right balance between being connected and switching off.
These changes have tangible effects on our daily lives: 48% of employees who are hyper-connected notice changes in the quality of their sleep, and digital interruptions take up an average of three hours of our day. A finding that pushes us to rethink how we use digital tools, so as to work more effectively while safeguarding our wellbeing.
*According to the Observatoire de la Santé au Travail
3. What really gets in the way: workplace culture
The difficulty of switching off is deeply rooted in our organisations. First and foremost, the “always available” culture continues to take its toll. This stubborn belief equates constant responsiveness with performance, creating an invisible but relentless pressure on employees. The fear of being seen as less committed than one’s colleagues drives people to maintain an almost permanent digital presence.
Management plays an ambivalent role here: that of supporting the digital transformation while protecting the balance of the teams. If some managers occasionally send mixed signals when it comes to switching off, it is often for want of a clear framework rather than by deliberate choice. The proliferation of communication channels and the intensity of digital exchanges create a complex environment that has to be carefully orchestrated. Back-to-back meetings and overlapping deadlines are all situations that call for collective reflection on the way we work.
4. The companies that have taken the plunge
More and more organisations are turning the right to disconnect into concrete action. Their initiatives, varied and creative, show that there are plenty of ways to approach the subject. Here is a round-up of the solutions that are proving their worth.
Email-free days at Rakuten
Since 2015, the e-commerce giant has run one email-free half-day a month. The aim? To encourage direct exchanges between colleagues and to rethink the relevance of every message. This initiative has significantly reduced the volume of emails while improving the quality of interactions. Employees are encouraged to favour face-to-face conversations for topics that lend themselves to it, creating a more human team dynamic.
“Quiet time” at Orange
The telecoms operator has introduced an innovative concept: “quiet time”. In practice, employees enjoy two hours each day during which their digital communication tools are put on hold. This protected window allows them to focus fully on the tasks that require particular attention, without being interrupted by the constant flow of digital communications. A similar approach has been adopted by the APEC, demonstrating just how sound this model is.
Blocking the servers at Volkswagen
The German carmaker led the way as far back as 2011 with a bold measure: blocking access to the email servers for more than 1,000 employees between 6.15pm and 7am. This radical but effective approach sends an unambiguous message: outside office hours, switching off is not an option, it is the rule. No more risk of heading home with work under your arm!
The “Mail on Holiday” scheme at Daimler
Launched in 2014, this initiative from the German group offers an elegant solution to the problem of emails during time off. The principle is simple but revolutionary: emails received while employees are on holiday are automatically deleted. The sender receives a reply explaining the situation and pointing them to an alternative contact for anything urgent. The result? No more stress from a build-up of messages during the break, and a calmer return to work.
Disconnected mornings at Intel
The technology giant ran an original experiment with 300 of its employees: a complete disconnect (email and phone) every Tuesday morning. This initiative allows teams to concentrate on complex tasks that call for sustained attention. Early feedback shows a significant improvement in productivity and in the quality of the work produced during these protected time slots.
Physical spaces for switching off
More and more companies are setting aside dedicated spaces for switching off within their own premises. These decompression “bubbles”, entirely free of screens and digital tools, allow employees to take genuine breaks during their working day. Some companies go further still by creating proper nap rooms, thereby recognising how important these moments of complete disconnection are in maintaining performance and wellbeing at work.
5. Unplug to restart on a better footing
Given all these initiatives and real-world experiences, one thing is clear: switching off is not just a legal obligation or a passing fad. It is a matter of public health, of sustainable performance and, dare we say it, of society as a whole.
The companies that have grasped this do not settle for cosmetic measures. They rely on a winning trio: a clear framework, managers who lead by example and ongoing support for teams. Because performance is not measured by how long we stay connected, but by our ability to preserve our energy and our creativity.
The real question is no longer “can we afford to switch off?” but “can we afford not to?” At a time when digital technology is reshaping our working lives, it is up to us to decide, collectively, what kind of work we want for tomorrow.
And you – when do you decide to switch off?
Our team is available to assist you.
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