Rohto Pharmaceutical conducts effectiveness evaluation of its internal double-job system *1
– Not only did the system's participants see an increase in their colleagues' well-being points *2, indicating signs of organizational revitalization through stimulation and appreciation among colleagues.
December 4, 2025
ROHTO Pharmaceutical Co., Ltd. (Headquarters: Osaka City, President: Hidetoshi Segi) has been working to contribute to the realization of a well-being society by placing the autonomy and growth of each employee at the center of its management and implementing various initiatives aimed at the co-growth of individuals and the company. Regarding the "Internal Double Job System *1" among these initiatives, we verified its effect on our proprietary Well-being Points *2 and confirmed that not only did the Well-being Points of those who volunteered for the system increase, but the points of their colleagues working in the same department also increased.
*1: The internal double-job system is a system that allows employees to hold positions in other departments, transcending departmental boundaries.
*What are "Well-being points"? (*2)
To understand how each employee approaches their work on a daily basis, we have been conducting a self-assessment called "Well-being Review," consisting of five questions on a 10-point scale, twice a year since 2021. This assessment is open to all employees, regardless of employment type, and each item relates to our company's management philosophy, values, and code of conduct. We use this evaluation score as one of our important management indicators to plan and implement various measures.
- I am able to serve and contribute to society through my work.
- I enjoy my work and enrich my life.
- I feel that I have grown through my work.
- I have goals for the future and have high expectations for my future career development.
- I am part of a team and contribute to teamwork.
What kind of work style does Rohto Pharmaceutical aim for?
Based on the philosophy of supporting each employee's autonomous career development to expand their own potential, our company has implemented a variety of work style initiatives. In 2016, based on employee suggestions, we established the "External Challenge Work System (Side Jobs)" and the "Internal Double Job System (Concurrent Positions)." In 2020, we launched support for entrepreneurs within the company project "Asuniwa project," which has been supporting employees to create diverse careers regardless of age.
Analysis Overview and Results
This time, we conducted an analysis to determine how the company's internal double-job system affects the five indicators of well-being points.
As a result, it was found that the company's dual-job system has positive effects not only on the individual who volunteers to take on dual roles, but also on their colleagues working in the same department. Specifically, it was found that among the five indicators, the individual's "2. Enjoyment and fulfillment," "3. Sense of growth," and "4. Expectations for career development" improved, and the "3. Sense of growth" of their colleagues working in the same department also improved. *3
Furthermore, feedback from employees who have implemented the system suggests that taking on the challenge of a dual-job system within the company broadens their perspectives and provides an opportunity to re-evaluate the meaning and value of their work. In addition, sharing these experiences and lessons with others may have a ripple effect on colleagues and the entire team, potentially contributing to the revitalization of the organization.
Corporate culture that supports challenges and the impact of cross-departmental work on business operations.
The company's internal double-job system is supported by a corporate culture where colleagues encourage employees who volunteer to take on challenges. One example of how this contributes to the formation of a culture of praise and recognition is the "39 (Thank You) Message" initiative, in which employees send each other messages of gratitude. This analysis also revealed that when an organization receives a relatively large number of 39 messages, there is a tendency for the following to improve: 1. a sense of contribution, 2. enjoyment and fulfillment, 4. expectations for career development, and 5. teamwork. *3
39 Messages is also listed as one of our health KPIs (*4), and many employees are using it. (39 Message sending rate: 68.9%, receiving rate: 90.0%, FY2024 results)
*3: These analysis results showed a statistically significant correlation.
*4: Towards 2030, we have established eight health indicators related to physical improvement and four health indicators related to mental improvement, promoting employee well-being from multiple perspectives.
Future outlook
In October 2025, our company will establish "Beyond Work," a system that allows employees to work three or four days a week as their basic work schedule, with the remaining time dedicated to side jobs, social activities, and learning. We have begun recruiting employees for this system. Our aim is for employees to choose their own work style and to give back the experience and knowledge they gain to the company and society. Moving forward, we will continue to support the challenges of each and every employee and promote "Well-being management where individuals, the company, and society grow together."
[Reference] Main work style-related systems at Rohto Pharmaceutical Co., Ltd.
- External Challenge Work System (Side Jobs) (2016-)
- Internal dual-job system (concurrent employment) (2016-present)
- "Asuniwa project" (2020-) support for entrepreneurs within the company program.
- Risk-Skilling Leave System (June 2025 onwards)
- Beyond Work System (scheduled to be implemented from April 2026)