Rohto's Recruitment and Work Style Real Report 2026: Aiming for Co-Growth of Individuals and the Company

Rohto Pharmaceutical's philosophy on human resources and the ideal way of working

Our company values "autonomous careers," where each employee takes on challenges and continues to grow on their own. Since 2016, we have supported employees in expanding their experiences both inside and outside the company by introducing a system for side jobs and concurrent positions. In 2020, we launched "Asuniwa project," support for entrepreneurs within the company project, to encourage business creation and social contribution based on individual aspirations.
Leveraging these systems, we are striving to implement a work style where "each employee connects with society and creates value," and in our recruitment process, we are also evolving to one that emphasizes the individuality and growth potential of each candidate.

Recruitment efforts to identify students' individuality and growth potential.

By eliminating the document screening process and adopting a dialogue-based "Entry Meet Recruitment" system, the quality of the selection process has improved.

Starting with our 2027 new graduate recruitment, we introduced "Entry Meet Recruitment," which replaces the document screening process with a dialogue-based approach. From January to February 2026, we conducted 15-minute interviews (Entry Meet) at eight locations nationwide as the first stage of selection. Each venue had a waiting room filled with our products and culture book, and volunteer employees other than those in charge of recruitment were stationed there to use the space for communication and deepening understanding of the company.

After several interviews and group work sessions, the final selection process was completed in April, and the following changes were observed compared to previous years.

• By identifying a match in values and growth potential at an early stage, it becomes possible to recruit high-quality candidates regardless of the number of applicants, and the time spent on the selection process is reduced.
• By emphasizing dialogue time, mutual understanding deepened, leading to the recruitment of students with diverse backgrounds and expertise.

Students have commented that they "were able to speak in their own words, and it felt more convincing than document screening or AI interviews," and that "the conversation with employees deepened my understanding of the company."
Going forward, we will continue to build relationships where both individuals and the company can grow together through recruitment that starts with dialogue, and aim to create even greater value as an organization.

Reference: We have abolished the document screening process using application forms and introduced "Entry Meet Recruitment," which starts with dialogue.

An initiative to support autonomous career development, aiming for co-growth between individuals and companies.

External Challenge Work (April 2016 - )

"External Challenge Work," which allows employees to gain experiences that are difficult to obtain within the company through working outside the company's boundaries and to apply their personal growth to their main job, is currently being practiced by 76 people, and of those, 20 have started new challenges within the past year (as of March 2026).
In a survey of practitioners,

• 99% of respondents said that having a side job contributes to their well-being. *1
• 88% of respondents said that having a side job has a positive effect on their main job. *1

This was the result we obtained.
Participants have shared comments such as, "I gained confidence by taking on tasks I wouldn't have experienced within the company," and "My perspective broadened by being exposed to different values that I wouldn't encounter within the company."
This initiative embodies "co-growth for both individuals and the company" by providing experiences that transcend internal and external boundaries, leading to both personal growth and the ability to contribute value in one's core business.

*1: Percentage of respondents who answered "agree" or "somewhat agree" in a survey of 76 practitioners.

Internal Double Jobs (since April 2016)

"Internal double jobging," which involves employees working in other departments beyond their own departmental boundaries during working hours to unlock new potential in each individual employee, has become well-established, with 233 employees currently practicing it (as of March 2026).
By engaging in work across different areas, individuals not only expand their skills and perspectives, but also promote the circulation of knowledge between departments, leading to value creation throughout the organization. Furthermore, in addition to improving the well-being of the practitioners themselves, positive effects on surrounding employees have also been observed, demonstrating a ripple effect throughout the organization.

Reference: Rohto Pharmaceutical conducts effectiveness evaluation of in-house double-job system

"Asuniwa project" (April 2020 - ) support for entrepreneurs within the company project.

We support employees who start businesses based on their individual aspirations and ideas, addressing social issues. Employees practice multi-job management, starting businesses while performing their regular duties. Our company has partnered with internal crowdfunding projects to provide funding, and as of April 2026, nine companies have been established. In April 2025, two limited liability companies were established by the fifth cohort of the project.

Project 5th Generation Achievements

Shokutaku Farm LLC

Company Overview: A business that rediscovers the value of food and agriculture through the operation of a farm where participants can grow and eat their own produce.
Representative Partner: Kazuya Okamoto
Registration date: April 25, 2025
Homepage

Mama's Maru LLC

Company Overview: A community-based business that connects mothers of children with medical needs or disabilities with society and creates new jobs and value.
Representative Partner: Kazuyo Masuda
Registration date: May 27, 2025
Homepage

Furthermore, four members from the 6th cohort have now successfully completed their internal crowdfunding campaigns and are preparing to establish their own companies. This demonstrates a continuous cycle where challenges stemming from individual aspirations are transformed into tangible social value.

Reference: Promoting multi-jobs through support for entrepreneurs within the company project "Asuniwa project "