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Work Environment and Work-life Balance
Basic Policy
We strive to maintain an environment that lets our employees balance their jobs and home life while also maximizing their own individual performance potential, an environment that enhances motivation and returns a sense of achievement and satisfaction. To this end, we maintain and promote an action plan for efforts to provide a variety of labor conditions, such as offering a working environment that allows employees to balance child raising with a career.
To actualize these goals, we declare our philosophies in our conduct guide called the "Duskin Code of Conduct".
●Duskin Code of Conduct 6: Duskin and us
- 9.Maintaining the workplace environment
- We strive to deepen our understanding of issues including childcare and family care, and to actualize work-life balance.
Work-life balance action plan
Duskin has developed an action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children. Furthermore, we took the lead ahead of the law on extending maximum childcare leave up to the day before the child's second birthday. And we also promote the taking of annual paid leave, with an approximately 70% successful leave rate. Additionally, on the last Friday of every month we have short working hours aiming to promote work-life balance.
4th period action plan: Core efforts
Promoting work-life balance
- ●Continuation and enhanced promotion of No Overtime Work Day
- ●Promotion of annual paid leave (5 days or more) usage
- ●Continued implementation of remote work
Promotion of using systems supporting the balance between work and childcare / family care
- ●Support for employees on childcare leave and returning to the workplace
- ●Promotion of using spousal birth leave for male employees
- ●Considerations into actions including providing family care-related information
Fiscal year targets
●Companywide planned paid leave policy
- ･Annual paid leave usage rate of 60%
- ･No employees with a zero annual paid leave usage rate
- ･Encourage taking at least 5 days of annual paid leave
●Continued implementation of No Overtime Work Day (every Friday)
●Continued implementation of Four-Leaf Clover Day Campaign (Duskin Premium Friday) (last Friday of the month)
"Four-Leaf Clover" company badge
The design of Duskin's company badge consists of a capital D for Duskin and the good luck symbol of a four-leaf clover. The four-leaf clover was included with the hope that our employees find the ability to live a happy life based on work, family, hobbies and faith (the spirit of gratitude and self-reflection).
Reducing long work hours
Duskin implements a variety of measures to reduce long work hours.
- Core efforts
- ●Reporting on actual long work hours to a Director
- ●Reducing long work hours within each department
- ●Holding a No Overtime Work Day at least once a month
- ●Lights off in the headquarters building at 18:00
- ●Implementation of Four-Leaf Clover Day Campaign (Duskin Premium Friday)
- ●Leaving an interval before the next shift
Annual working hours per employee 
- *As of end-of-March for each year
- *Duskin Co., Ltd. only
Rate of paid vacations taken 
- *As of end-of-March for each year
- *Duskin Co., Ltd. only
Supporting the balance between work and childcare / family care
At Duskin, we actualize a convenient work environment by providing an array of systems for employees involved in childcare and employees who have to provide care for a family member.
| Name | Content | Target |
|---|---|---|
| Four-Leaf Shift | Can change work start time by a maximum of 1 hour and 30 minutes earlier or later. |
|
| Four-Leaf D-Turn | Former employees can return to work. |
|
| Reduced working hours for child raising |
Work hours can be shortened up to 2 hours less than 1 day of scheduled working time. |
|
| Reduced working hours for childcare |
Work hours can be shortened up to 6 hours and 45 minutes for 1 day of scheduled working time. |
|
| Nursing care leave and sabbatical leave |
Can take nursing care leave of up to 5 days per year for 1 and 10 days per year for 2 or more family members who require nursing care. Sabbatical leave within 365 days per 1 person is also available. |
|
| Accumulated paid leave | Unused paid leave can be accumulated and used for caregiving. |
|
- ◆Childcare related ◇Family nursing care related
(work reinstatement
program)
Four-Leaf D-Turn (work reinstatement program) is a system that allows a return to work for full-time employees who were forced to resign for reasons including childcare or family care. It is applicable under certain set conditions, such as expressing an intent to return when resigning.
Employees who have taken childcare leave 
- *As of end-of-March for each year
- *Duskin Co., Ltd. only
Employees who have taken nursing-care leave 
- *As of end-of-March for each year
- *Duskin Co., Ltd. only
Localizing work rules
We create work rules in localized languages for overseas subsidiaries deployed abroad in places like Hong Kong, Taiwan, and Shanghai and thoroughly instruct all employees in various policies concerning issues such as work standards.
Wages and employee benefits
We comply with applicable laws and regulations related to wages that are set forth by the countries and regions in which we operate, including laws and regulations related to the minimum wage, overtime, equal work and wages, and legally mandated employee benefits.
Also, when the minimum wage is revised, we check the wages of all employees and revise hourly wages so they do not fall below the legal standard. And at the labor-management conference held once every two months with the labor union, we discuss wage improvement with the goal of improving employee lifestyles.
Work environment checks for new business
When acquiring a business or taking in a company as a subsidiary in order to develop a new business, after checking the work rules and evaluating the labor environment in advance based on the philosophy of legal compliance, we revise work rules as necessary.
Promoting telework
In comparison to working in an office, telework lets workers flexibly choose their work times and locations. This also leads to a decrease in commute time and a reduction in the accompanying physical and mental burden as well as an increase in work efficiency by allowing employees to work in an environment where they can focus on their tasks. Additionally, it also has the merit of fostering work-life balance for the employee through means such as reducing overtime work and helping the process of balancing work with childcare or family care.
And there are merits for the company as well, including contributing to the increase of productivity through heightened work efficiency, preventing workers from leaving their jobs due to reasons like childcare or family care, procuring talented human resources in remote locations, and reducing office costs.
In addition to being a work style that accommodates the "new normal" and "new lifestyle" changes both with and post COVID-19, telework is simultaneously a style of working that allows employees to flexibly choose working times and locations. For these reasons, we believe normalizing it is important.
■Core efforts
- 1. Wi-Fi router loaning
- 2. Support for VPN connection from household LAN
- 3. Introduction of mobile computers
- 4. Introduction of web meeting system
- 5. Introduction of online training system
- 6. Allowing switches between company work and telework within the same workday