Kazuki Yamaguchi, President and Representative Director, President & CEO, Nippon Chemiphar Co., Ltd.

We want to continue to be a company that creates and keeps creating innovation.

Kazushiro Yamaguchi, President and Representative Director, President and Representative Executive Officer, Nippon Chemiphar Co., Ltd.

■ Profile
Born January 33, 7
Graduated from Keio University Faculty of Commerce
Joined Dai-Ichi Kangyo Bank, Ltd. in April 1981.
Joined Nippon Chemiphar Co., Ltd. in April 1985.
After serving in various positions within the company, including as a director, he was appointed President and Representative Director in June 1994, a position he holds to this day.
Other affiliated organizations, etc.: Councilor of the Japan Business Federation, Councilor of the Tokyo Chamber of Commerce and Industry, Japan Association of Corporate Executives, Tokyo Rotary Club, Honorary Director of Hoshi University of Pharmacy, etc.

The company name, "Nippon Chemiphar," embodies the spirit of all its employees. In addition to its three main pillars—new drugs, generics, and clinical diagnostic reagents—the company is venturing into a new field of "alkalization," which is paving the way for the future of cancer treatment. With over 75 years in business, President Yamaguchi, a member of the founding family, prioritizes the company's continuity above all else. We spoke with him about the firm management guidelines that have supported his passion for his work.

My name, Kazushiro, embodies my parents' earnest wish that I one day inherit the company and become the master of my own domain. From a young age, I grew up with the idea of ​​taking over the family business in mind. Later, when deciding on my educational path, my parents, who were drawn to Keio's emphasis on valuing its students, told me that "Keio will be useful when you enter the workforce," and so I spent my middle school and university years at Keio University. As my father advised, many of the connections I made at Keio have been invaluable in managing my company, and there have been times when I truly felt that "it was good that I went to Keio."
Actually, when I was thinking about my career path after graduating from university, I didn't initially consider joining my father's company. I considered going to graduate school or studying abroad, but at my father's suggestion, I joined Dai-Ichi Kangyo Bank (now Mizuho Bank) and worked tirelessly in foreign exchange and lending operations. Later, when I was in my mid-twenties, I joined Nippon Chemiphar due to my father's declining health.

■The "differentiation" strategy that supports the three pillars

The name Nippon Chemiphar is a portmanteau of "chemical" and "pharmacy." The name was selected from a list of candidates submitted by all employees, so we believe it embodies the spirit of all our staff.
Our company currently has three main business pillars. The first is our new drug business, in which we have been conducting research for many years. Recently, we have been developing an antidepressant and anti-anxiety drug that was recognized by the government as a groundbreaking new drug. The second is our generic drug business. Doctors and pharmacists have praised us for our "trustworthy reputation as a new drug manufacturer." And the third is our clinical diagnostic reagent business, which is currently performing very well. In particular, our "DropScreen," which can test for 41 allergies with just one drop of blood in about 30 minutes, is groundbreaking and easy to use, and is therefore popular with many general practitioners. We will continue to create attractive products that give us a competitive advantage in the future.

■What's important is "prioritizing concern for others and prioritizing comfort later" and the speed of initial response.

Our company has long focused on developing new drugs, a process that takes 20 to 30 years. It is costly in terms of both time and money, and tests our patience. Therefore, the most important thing for me in management is "corporate continuity (going concern)." If the company does not continue to exist, we cannot deliver medicine to patients. That is why the spirit of "prioritizing concern for the future, then looking after the future," is important, as we are not swayed by short-term profits but instead think about what we should do now for the development of a bright future.
Furthermore, in our organizational management, we adhere to the principle that "the first five minutes are crucial in a fire." The initial response to a problem determines whether it succeeds or fails. By strictly enforcing the rule of "reporting bad news as quickly as possible," we have cultivated a culture of minimizing damage.
Our company has low barriers between departments, fostering a very close-knit and collaborative work environment. We want to remain a company that generates and continues to generate innovation, so we encourage taking on challenges without fear of failure, and even if we fail, we learn from those failures and use them to improve next time. We aspire to be an organization where such family-like warmth coexists with the rigor of professionalism.

■ Becoming a global pioneer in the new field of "alkalization"

From now on, it will be essential to develop overseas markets in addition to the domestic market. We are already actively pursuing production and sales at our factory in Vietnam, as well as exports to China.
And now, my greatest passion is a new business theme: "alkalization." It prevents oxidation in the body and restores balance. In particular, we are conducting clinical trials in which we expect to extend life by combining chemotherapy drugs for pancreatic cancer with alkalizing agents. Nippon Chemiphar is proud to be a pioneer in this field. We hope to develop this into a major pillar of our business in the future and become a source of hope for patients around the world.

■ People who are good listeners and humble

When hiring, I prioritize a person's "character" more than their specialized knowledge. While basic manners like being able to greet others are important, I especially value the ability to be a good listener. This is because the ability to listen attentively to others and build smooth relationships with those around you—these social skills—are the driving force behind the organization's success.
Furthermore, we are looking for individuals who do not believe they are living solely by their own strength, but who understand and appreciate the "reliance on others" that sustains them.

■Message to university students

Finally, I would like to convey two things to all of you who will be shaping the future.
The first thing is to "have ambition." As the saying goes, "Boys, be ambitious," so instead of just drifting through each day, find something you want to do and something you love. Even small goals are fine. Having ambition will completely change the landscape of your life.
The second point is to "cherish encounters." It's no exaggeration to say that life is determined by who you meet. Wonderful hints are hidden even in the smallest of chance encounters. Whether you can make the most of those encounters is up to you. As the saying goes, "birds of a feather flock together," so if you refine yourself and live honestly, wonderful companions will surely gather around you. I sincerely hope that your lives will be filled with rich encounters.

Student Newspaper Online, March 28, 2026 Interview with: Ayami Matsuyama (1st year, Aoyama Gakuin University), Reina Inomoto (1st year, Kyoto University of the Arts), and Haruna Shoji (3rd year, Tokyo University of Pharmacy and Life Sciences)

Chiharu Yamada, 2nd year, University of Information Management and Innovation / Ayami Matsuyama, 1st year, Aoyama Gakuin University / Reina Inomoto, 1st year, Kyoto University of the Arts / Haruna Shoji, 3rd year, Tokyo University of Pharmacy and Life Sciences