At Rohto Pharmaceutical, we established our "Quality Policy" in January 2004 with the aim of providing products that our customers and patients can use with peace of mind. Since then, we have reviewed our policy in light of the expansion of our business and product areas, changes in the social environment, and all employees have been working in their daily work with a focus on quality. As the scope of products and services we provide expands, including the full-scale launch of our prescription drug business, we revised our Quality Policy in April 2022 in order to pursue even higher quality and safety. We have made the new Quality Policy known to all employees and are working to further improve the quality and safety of all our products and activities.
Rohto Pharmaceutical
Quality Policy
ROHTO pledges to provide all people with happiness and security by
- ensuring and Endeavoring to communicate the truth;
- controlling risks based on and pursuing high quality and safety; and
- valuing the communication and by promoting
President and Representative DirectorHidetoshi Segi
Compliance
Because Rohto handles a wide range of products, from cosmetics to pharmaceuticals and medical devices, and from products for general consumers to medical products, the regulations that are required are diverse and very complex. However, we strive to understand the meaning of regulations and the importance of complying with them through company-wide compliance training and other means.
What is the scientific basis?
We always make decisions based on scientific evidence, i.e., numbers. We pledge to make sound decisions based on this philosophy in all our activities, ensuring that our products can be used safely over their entire lifespan and releasing only safe products.
Transparency of information
We do not create walls between members, between superiors and subordinates, or between departments, and we constantly exchange information through daily conversations and regular meetings.
This is achieved through activities such as Rohto Name and Open Office.
Continuous improvement
We are not satisfied with the status quo, and are always thinking about what we can do to increase our customers' joy and peace of mind, and are prepared to improve our products and review our systems.
Furthermore, in order to translate our quality policy into concrete actions, we have formulated "Five Pillars of Quality Policy and Their Definitions" and established a system that allows us to implement them in our daily work.
The management team, including President and Representative Director demonstrates leadership in quality, and we are working to instill our quality policy through continuous dialogue and practical implementation in the workplace. We are fostering a quality culture where quality is not solely the responsibility of specific departments, but is seen as something every employee is responsible for and acts upon.
Our promise to our customers
We have installed "Quality Policy Boards" at each of our business locations to communicate our approach to quality to everyone who visits our company. We clearly demonstrate that the management team, including the president, bears responsibility and leadership for quality, and we will earn the trust of our customers and patients by providing safe, secure, and high-quality products and services.
The power to transform quality into “actions” and “culture”
A quality culture driven by top management
To instill a quality culture throughout the company, President and Representative Director and other members of management are actively involved in quality activities. We continuously communicate quality-related messages and foster quality awareness through dialogue with employees on the front lines. Furthermore, we value psychological safety, where everyone feels comfortable speaking up when they notice a problem or something feels wrong, and we are promoting a corporate culture that enables early detection and reporting of risks.
Cultivating a company-wide awareness of quality
At our company, we believe that quality is the responsibility of all employees. We conduct annual "Quality Compliance Training" for all employees, and have maintained a 100% participation rate. We also regularly hold "Quality Exchange Meetings" that include departments other than manufacturing, such as sales and planning, to share quality challenges and improvement examples. Through dialogue across departments, we are fostering a culture where each individual considers quality as their own responsibility and acts accordingly.
An improvement cycle starting with "customer feedback"
"Customer Testimonials" received at the start of the survey.
We collect customer feedback through phone calls, postcards, emails, etc., and share it with all employees every week as "Customer Voices."
We have cherished our dialogue with customers for over 70 years, which began with a questionnaire enclosed with Nichiraku products in 1952, and we utilize customer feedback as a starting point for quality and operational improvements. We continuously promote on-site-led reviews of manufacturing processes and operational processes, and we have established a culture of continuous improvement by leveraging customer feedback as a starting point for quality and operational improvements.
Improving quality standards through global group collaboration
Through the "Rohto Mentholatum Quality Conference (RMQC)," we share quality issues and best practices among our domestic and international locations to drive improvements. In Japan, we have organized a "Manufacturers and Distributors Collaboration Meeting" comprised of five group companies, strengthening the overall quality foundation of the group through regular exchanges of opinions and joint audits.