Social

People and Organization

The growth of our employees is important as they are responsible for enhancing our medium- to long-term corporate value. Maruho Group is establishing systems to promote the autonomous career development of each employee and encourage their active participation.
In today’s world full of uncertainties and change occurring at an accelerated speed, human resources that can think independently and yield results efficiently are indispensable for us to continue growing and meeting the needs of society.
Maruho Group is cultivating human resources with an emphasis on the three points of autonomy: conduct work with a sense of ownership, share the Corporate Philosophy and vision in pursuing social value, and develop one’s own career. Our goal is to invigorate the company, improve productivity and increase employee engagement by promoting employee autonomy.

Respecting diversity & inclusion

We are working to create an environment where diverse and unique human resources can work with enthusiasm.

Promoting the active participation of women: Maruho Group has set a target of having women account for at least 15% of all managerial positions to be achieved by September 2027. In the fiscal year ended September 2024, this percentage stood at 12.3%, largely on par with the previous year.

Supporting next-generation development

We strive to reduce regular overtime work so that employees can easily balance work and childcare. Up to September 30, 2027, our goals are for (1) zero departments to accumulate over 30 hours in overtime for three consecutive months or more and (2) zero individuals that accumulate 540 hours in overtime per year. The results in the fiscal year ended September 2024 were zero departments for goal (1) and one individual for goal (2).
The new system of newborn leave (post-partum parental leave) that encourages male employees to take childcare leave was launched at the same time as the Child Care and Family Care Leave Law in October 2022. In the fiscal year ended September 2024, 33 employees took the leave (68.9%). We share articles internally on interviews with male employees who have taken parental leave as part of our efforts to encourage eligible employees to utilize this leave.

“Eruboshi” certification (2nd stage): Acquired in 2019

“Kurumin” Certification: Acquired in 2007

Supporting employee career development: We are expanding systems and opportunities for each employee to think for themselves about how they want to play an active role at work and choose for themselves. In addition to regular one-on-one interviews, we have revised the curriculum of the career training that we have been conducting since the fiscal year ended September 2024. We provide individual career counseling and create opportunities for employees to think more deeply about their careers. Internal job postings have also become an established system and an increasing number of employees are seizing these opportunities.

Main career support systems

Name	Detail
Career vision sheet and career interviews	This initiative encourages employees to take stock of their work experience, strengths and areas for improvement, along with current duties, think about how they want to play an active role in the future. In turn, they meet with their superiors to help decide how they want to play an active role at work.
One-on-one Interviews	Initiative to raise self-reliance through one-on-one dialogue with supervisors, leading to improved performance
Career Training	This training program incorporates the perspectives of external experts, helps employees reflect on themselves through consultation, and helps them decide how they want to contribute. ▶Participants in the fiscal year ended September 2025: 20
Internal job postings	This system allows employees to apply for internal job postings and projects, and then transfer after a document screening and interview process.▶Results in the fiscal year ended September 2025: 29 employees applied for 33 internal job postings, and 13 employees were transferred.

The ratio of female employees has increased year by year, reaching 37.7% of the total workforce in the fiscal year ended September 2025.
We have set a goal to increase the ratio of female managers to at least 15% by the fiscal year ending September 2027 and in the fiscal year ended September 2025, this figure was 14.3%.

We are working to enhance the work-life balance of employees.

The number of male employees taking childcare leave is increasing. There is an understanding and culture within our workforce that promotes male participation in childcare.

Promoting health management support

①Maruho's health management: For Maruho to realize our Mission of “More smiles, brighter life for you.” it is essential that our approach to health management focuses on empowering our employees and their families to live a healthy and fulfilled life.
By implementing six measures (see “Numerical targets and measures to be implemented for health management” on page 37) based on the two approaches of pursuit of smiles and prevention and care, we aim to promote health management, and in the process realize our Corporate Philosophy.

Maruho’s health management

②Targets and measures: We have set medium-term KPIs for six measures (items) to be achieved by September 2027 and plan to implement measures for the six items as shown in the table below. We intend to refine these measures using assessments of these measures and their outcomes.

Six measures (items)		KPI	FY2023	Target	Measures to be implemented
1	Improvements in lifestyle and exercise habits	Smoking rate (Currently smoke habitually)	13.2％	12％	Smoking-cessation program, walking events, and exercise seminars
		Increase in physical activity in daily life (Walking or equivalent physical activity in daily life for at least 1 hour per day)	42.2%	50％
		Sleep restfulness (State of being well rested after sleeping)	58.3％	65％
2	Promotion of work-life balance	Percentage of employees taking 10 days or less of paid leave	22.0％	17％	Encourage employees to take 5 days of paid leave, directly engage with those who take less than 10 days of paid leave, and educate managers
2	Promotion of work-life balance	<Stress check score> Interference with personal life due to work (deviation)	48.8	50
3	Creation of a harassment-free workplace	<Stress check score> Harassment score (overall)	2.6％	2% or less	Harassment prevention awareness e-learning/training
4	Prevention of mental illness	<Stress check score> Percentage of high-stress employees + those requiring attention	17.1％	15% or less	Raise awareness of public health nurse interviews, webinars on women’s health, increased interviews for female employees (including identification of issues and discussion of countermeasures)
5	Reduction in the number of persons with findings in the health checkup results	Percentage of those with findings (Findings in any of the three items, blood pressure, lipids, and blood glucose)	37.0％	33% or less	Recommendation for medical examination to those with findings, individual interviews with high-risk employees, delivery of short diet-related videos, implementation of specific health guidance at sites, and direct engagement with middle-risk employees
6	Balancing medical treatment and work	Establishment and maintenance of support systems for balancing medical treatment and work (including revision of rules)			Measures for consideration of hospital visits during working hours, expanded use of accumulated leave for cancer treatment, and formulation of a guidebook for leave and return to work (support for balancing medical treatment and work)

③Health management promotion system: The Representative Director, President & CEO heads up health management at Maruho, while the Human Resources Dept., including the industrial health staff, and the health insurance association work together to plan and operate the system.

Health management promotion system

・Walking events: Since 2021, we have regularly held walking events for employees. In the fiscal year ended September 2024, we changed to a team competition. By organizing cross-departmental teams, the walking event helped to energize communication within the company.

・In-house sharing of recipes: In the fiscal year ended September 2024, cooking videos for side dishes supervised by a registered dietitian were posted on our internal portal site. A total of 13 recipes were introduced in response to requests and questions solicited from employees, conveying ideas for easy nutrition and knowledge about nutrients.

・Work considerations for re-examinations: When an employee undergoes a health checkup or comprehensive physical examination and is prompted to undergo a re-examination, the employee is allowed to undergo the examination during working hours.

Systems and initiatives to support diverse work styles

Introducing remote work: Maruho actively promotes working from home.

Introducing free-address offices: Maruho has introduced a free-address system in some of its offices to encourage creativity among employees.

Digitization of various application systems: Maruho has introduced a system to enable payment of expenses and application for management approval via Company PCs and smartphones, as part of its initiatives to promote digitization of operations.

Trust and Responsibility

Maruho is advancing initiatives to ensure reliability based on our Reliability Assurance Policy.

Reliability Assurance Policy

Maruho is pursuing its mission of “More smiles, brighter life for you.” to “provide a stable supply of products with reliable quality” and “ensure objective and accurate information is available when it is needed” through a companywide initiative.

Maruho makes companywide efforts to ensure the reliability of our products and product- related information. Each employee is dedicated to finding ways to make people smile, acting with sincerity, self- awareness and responsibility, and continuously striving to improve their knowledge, skills, and abilities.

Moving forward, we aim to continue being a company that prioritizes improving people’s lives and quality of life, always considering "you" and continuing to provide our support.

Quality policy

The Quality Policy of Maruho Co., Ltd. is to provide a stable supply of pharmaceutical products together with science-based information to people of the world who wish for good health.

・With a global perspective, Maruho shall strictly comply with all relevant quality-related laws and regulations.
・Maruho shall gather information on medical needs and create innovation to provide pharmaceutical products and information of superior quality.
・Maruho shall construct an international-standard quality management system to promote continuous improvement towards a higher level of quality.
・Maruho shall properly allocate operational resources in order to realize this Quality Policy.

Social Contribution

Maruho continues to take part in activities that are closely related to its business characteristics in an effort to integrate social contribution into its corporate culture. We also promote activities that employees can participate in voluntarily.

Matching gift program “Maru-hotto Gift”

Maruho’s matching gift program “Maru-hotto Gift,” a system for employees to donate money starting at 500 yen, has been running since 2015. Maruho makes a donation to a non-profit organization chosen by the company by matching the amount of employee donations.

In the fiscal year ended September 2025, the company and 449 employees (participation rate of 20.5%) contributed a total of approximately 3.8 million yen to four organizations: the GuideDog & Service Dog & Hearing Dog Association of Japan, Special Olympics Nippon Osaka, NPO CliniClowns Japan, and Children’s Cancer Association of Japan.

Support for research contributing to health

Maruho Research Award: Established in 1999 as the Galderma Award to support upcoming researchers in dermatology, and renamed the Maruho Research Award in 2020, the award is granted to research papers selected through a strict screening from among fundamental and clinical research papers related to dermatology.

> Click here for Details

Master of Dermatology (Maruho): Maruho established this prize in 2010 to recognize dermatologists who have made outstanding achievements in clinical dermatology and contributed to the development of the field of clinical dermatology in Japan. From the fiscal year ended September 2017, the prize was renamed Master of Dermatology (Maruho), featuring people who have made a great contribution to the development of dermatology in Japan through clinical, dermatological research, human resources development, social contributions, etc., and is jointly operated with the Japanese Dermatological Association.

Participation in adolescent health education promotion project

Maruho supports the Kagayaki School, an adolescent health education promotion project for junior high and high school students. In the Maruho-sponsored “Dermatology Class,” there is a program of outreach classes by dermatologists for junior high and high school students who are troubled with adolescent skin issues.
From April 2023 to March 2026, the program had been implemented in 27 schools nationwide, reaching 4,634participants.