Rohto's Recruitment and Work Style Real Report 2026: Aiming for Co-growth of Individuals and the Company
Rohto Pharmaceutical has released its 2026 report on recruitment and work styles. The report details their human resource strategy, including the introduction of 'Entry Meet Recruitment' which replaces document screening, as well as the progress of their side job and internal concurrent post systems that support employee autonomy and well-being.
📋 Article Processing Timeline
- 📰 Published: April 27, 2026 at 22:00
- 🔍 Collected: April 27, 2026 at 13:31
- 🤖 AI Analyzed: April 28, 2026 at 02:36 (13h 4m after Collected)
Rohto Pharmaceutical Co., Ltd. (Headquarters: Osaka City; President: Hidetoshi Segi) has been promoting the practice of diverse working styles with the aim of "co-growth of individuals and the company," based on the autonomy and growth of each employee, toward the realization of a well-being society.
This report introduces the latest examples of Rohto's human resource strategy, such as recruitment and working styles.
■ Rohto Pharmaceutical's Concept of Human Resources and Desired Working Styles
Our company emphasizes an "autonomous career" in which each employee continues to challenge and grow on their own. Since 2016, we have introduced a side job and internal concurrent post system to support the expansion of experience inside and outside the company. In 2020, we started the internal entrepreneur support project "Ashita-ni-wa" to encourage business creation and social contribution starting from individual aspirations.
In order to practice "working styles in which each employee connects with society and creates value" by utilizing these systems, we are evolving our recruitment process to emphasize the personality and growth potential of each individual.
■ Recruitment Initiatives to Identify Students' Individuality and Growth Potential
▶ Abolishing document screening and improving the quality of selection through dialogue-based "Entry Meet Recruitment"
Starting with the 2027 new graduate recruitment, we introduced "Entry Meet Recruitment" based on dialogue instead of document screening. From January to February 2026, we conducted 15-minute interviews (Entry Meet) per person at eight locations nationwide as the first stage of selection. At each venue, a waiting room was set up with our products and culture books, and volunteer employees other than recruitment staff were permanently stationed to serve as a place for communication to deepen understanding of the company.
After several interviews and group work sessions, the process up to the final selection was completed in April, and the following changes were seen compared to previous years.
- By identifying the matching of values and growth potential at an early stage, we were able to lead to high-quality recruitment regardless of the number of entries, and the time involved in selection decreased.
- By emphasizing dialogue time, mutual understanding deepened, leading to the recruitment of students with diverse backgrounds and expertise.
Students have also sent comments such as, "I was able to speak in my own words, and it felt more convincing than document screening or AI interviews," and "Dialogue with employees deepened my understanding of the company."
We will continue to build relationships where individuals and the company can grow together through recruitment based on dialogue, aiming to create further value as an organization.
■ Initiatives for Autonomous Career Development Aiming for Co-growth of Individuals and the Company
▶ External Challenge Work (Side Job) (Since April 2016)
"External Challenge Work," where employees gain experience that is difficult to obtain within the company through working styles that transcend the boundaries of the company and return their own growth to their main business, is currently practiced by 76 people, 20 of whom newly started the challenge within the past year (as of March 2026).
In a survey of practitioners:
- 99%*1 answered that side jobs lead to their own realization of well-being.
- 88%*1 answered that side jobs have a positive effect on their main business.
Practitioners have shared comments such as, "I gained confidence by taking on tasks I couldn't experience within the company," and "My perspective was broadened by coming into contact with different values I wouldn't encounter in the company."
Experiences that cross the boundaries between inside and outside the company lead to both individual growth and the exercise of value in the main business, becoming an initiative that embodies the "co-growth of individuals and the company."
*1: Percentage of those who answered "I think so" or "I somewhat think so" in a survey of 76 practitioners.
▶ Internal Double Job (Concurrent Post) (Since April 2016)
"Internal Double Job," in which employees work in other departments beyond the framework of their own department during working hours to bring out new possibilities for each employee, has also become established, with 233 people currently practicing it (as of March 2026).
By involving themselves in business in different areas, it leads not only to the expansion of individual skills and perspectives but also promotes the circulation of knowledge between departments, leading to value creation for the entire organization. In addition to improving the practitioner's own well-being, positive effects on surrounding employees have also been confirmed.
▶ Internal Entrepreneur Support Project "Ashita-ni-wa" (Since April 2020)
We support employees who start businesses based on their "individual" feelings and ideas while facing social issues. Employees start businesses while performing their normal duties and practice multi-jobs. Our company matches with internal crowdfunding and invests as activity funds, and 9 companies have been established so far (as of April 2026). In April 2025, two limited liability companies were established from the 5th term members of the project.
This report introduces the latest examples of Rohto's human resource strategy, such as recruitment and working styles.
■ Rohto Pharmaceutical's Concept of Human Resources and Desired Working Styles
Our company emphasizes an "autonomous career" in which each employee continues to challenge and grow on their own. Since 2016, we have introduced a side job and internal concurrent post system to support the expansion of experience inside and outside the company. In 2020, we started the internal entrepreneur support project "Ashita-ni-wa" to encourage business creation and social contribution starting from individual aspirations.
In order to practice "working styles in which each employee connects with society and creates value" by utilizing these systems, we are evolving our recruitment process to emphasize the personality and growth potential of each individual.
■ Recruitment Initiatives to Identify Students' Individuality and Growth Potential
▶ Abolishing document screening and improving the quality of selection through dialogue-based "Entry Meet Recruitment"
Starting with the 2027 new graduate recruitment, we introduced "Entry Meet Recruitment" based on dialogue instead of document screening. From January to February 2026, we conducted 15-minute interviews (Entry Meet) per person at eight locations nationwide as the first stage of selection. At each venue, a waiting room was set up with our products and culture books, and volunteer employees other than recruitment staff were permanently stationed to serve as a place for communication to deepen understanding of the company.
After several interviews and group work sessions, the process up to the final selection was completed in April, and the following changes were seen compared to previous years.
- By identifying the matching of values and growth potential at an early stage, we were able to lead to high-quality recruitment regardless of the number of entries, and the time involved in selection decreased.
- By emphasizing dialogue time, mutual understanding deepened, leading to the recruitment of students with diverse backgrounds and expertise.
Students have also sent comments such as, "I was able to speak in my own words, and it felt more convincing than document screening or AI interviews," and "Dialogue with employees deepened my understanding of the company."
We will continue to build relationships where individuals and the company can grow together through recruitment based on dialogue, aiming to create further value as an organization.
■ Initiatives for Autonomous Career Development Aiming for Co-growth of Individuals and the Company
▶ External Challenge Work (Side Job) (Since April 2016)
"External Challenge Work," where employees gain experience that is difficult to obtain within the company through working styles that transcend the boundaries of the company and return their own growth to their main business, is currently practiced by 76 people, 20 of whom newly started the challenge within the past year (as of March 2026).
In a survey of practitioners:
- 99%*1 answered that side jobs lead to their own realization of well-being.
- 88%*1 answered that side jobs have a positive effect on their main business.
Practitioners have shared comments such as, "I gained confidence by taking on tasks I couldn't experience within the company," and "My perspective was broadened by coming into contact with different values I wouldn't encounter in the company."
Experiences that cross the boundaries between inside and outside the company lead to both individual growth and the exercise of value in the main business, becoming an initiative that embodies the "co-growth of individuals and the company."
*1: Percentage of those who answered "I think so" or "I somewhat think so" in a survey of 76 practitioners.
▶ Internal Double Job (Concurrent Post) (Since April 2016)
"Internal Double Job," in which employees work in other departments beyond the framework of their own department during working hours to bring out new possibilities for each employee, has also become established, with 233 people currently practicing it (as of March 2026).
By involving themselves in business in different areas, it leads not only to the expansion of individual skills and perspectives but also promotes the circulation of knowledge between departments, leading to value creation for the entire organization. In addition to improving the practitioner's own well-being, positive effects on surrounding employees have also been confirmed.
▶ Internal Entrepreneur Support Project "Ashita-ni-wa" (Since April 2020)
We support employees who start businesses based on their "individual" feelings and ideas while facing social issues. Employees start businesses while performing their normal duties and practice multi-jobs. Our company matches with internal crowdfunding and invests as activity funds, and 9 companies have been established so far (as of April 2026). In April 2025, two limited liability companies were established from the 5th term members of the project.